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http://majour.maranatha.edu/index.php/jurnal-manajemen/issue/feed Jurnal Manajemen 2016-05-02T10:57:52+00:00 Ida firstname.lastname@example.com Open Journal Systems
Jurnal Fakultas Ekonomi, Jurusan Manajemen - Universitas Kristen Maranatha
ISSN : 1411-9293

Pengelola : Ida, S.E., M.M.
e-Mail : firstname.lastname@example.com
 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1535 Cover 2016-05-02T11:00:08+00:00 admin . firstname.lastname@example.com . 2016-05-02T04:34:20+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1536 Daftar Isi 2016-05-02T11:00:08+00:00 admin . firstname.lastname@example.com . 2016-05-02T04:37:35+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1538 Pengaruh Anggaran Berbasis Kinerja terhadap Kinerja Aparatur Pemerintah Daerah (Studi Kasus pada Dinas Sosial Provinsi Jawa Barat) 2016-05-02T11:00:08+00:00 Febrina Astria Verasvera firstname.lastname@example.com
This research was conducted at Dinas Sosial of West Java Province, located on Jalan Raya Cibabat No. 331 Cimahi, West Java. This research tries to analyze whether there is influence of budget based on performance toward the improvement of local government officials performance. The variable X research
indicators (Budgeting Based on Performance), they are: preparation, ratification, implementation, evaluation and reporting. While for the variable Y (Performance of
Local Government Apparatus) these are: effectiveness, efficiency, employee growth, and customer satisfaction. The method used in this research is descriptive analysis
method with a case study approach, and hypothesis testing used Rank Spearman correlation analysis in order to find out the correlation variable X (Budgeting based on Performance) and Variable Y (Performance of Local Government Apparatus).
Whereas for knowing how much the influence of variable X toward variable Y, by using the coefficient of determination. Based on the results of research for the data obtained, it can be concluded that, budgeting based on performance has significant
effect on the performance of local government apparatus in the Dinas Sosial of West Java Province. It is shown in the results of Spearman Rank correlation of rs = 0.6956 and the interval from 0.60 ― 0.79 which shows a strong association level, as well
as the results of testing the hypothesis that the results show that thitung 7.1150> ttabel 1 .6707. That matter make an indication of rejection of Ho which indicates that there
is a positive relationship between the variables X with variables Y and for the coefficient of determination that shows the much influence of budgeting based on performance toward the performance of local government apparatus which obtained
yield is 48.39% while 51.61% influenced by other factors. So that expected that all officials in the Dinas Sosial able to implement the budgeting based on performance more better.

Keywords: budget, performance.
 2016-05-02T10:36:41+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1539 Studi Kelayakan Pengembangan Bisnis Bengkel Motor Henry 2016-05-02T11:00:08+00:00 Ciputra Darmawan email@example.com
The aim of this study is to increase Henry workshop business scale and service capacity with business planning strategies in terms of market and marketing aspects, technical aspects / operations, human resource aspects and financial aspects.
Some of the strategic plan that will be implemented based on the design of the four business aspects including the renovation and expansion of business premises workshop , procurement of equipment and supplies complete workshop ,additional
services and products are completely , procurement regular promotion, warranty service and training and development HR continuously. Based on the business plan of the Henry's workshop investment for Henry's workshop that will yield the
payback period for 2 years and 9 months, the project NPV of Rp 423,112,375.00 , as well as the value of MIRR is 58 % . The conclusion of this business plan is the development that will be done by Henry's workshop very feasible to be implemented with the conditions of competition in the business today and in the
future.

Keywords: Market and marketing, technical / operations , human resources , finance , feasibility
 2016-05-02T10:39:30+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1540 Faktor-Faktor yang Berpengaruh terhadap Perpindahan Kerja Karyawan (Studi Kasus terhadap Rumah Sakit di Batam) 2016-05-02T11:00:08+00:00 Nerissa Arviana email@example.com Evi Silvana Muchsinati firstname.lastname@example.com
This research aims to analyze factor that affects employee turnover on hospital in Batam. Sample is being collected from hospital in Batam by using the purposive sampling method. Public hospital is being choosed as sampling place.
Questionaires distributed were 200 questionaires and 159 of them were being collected. Total data used in the analysis is 111 questionaire because 48 of the collected questionaire do not fulfill the sampling criteria. Partial Least Square is
chosen as the statistical method. Independent variables in this research are compensation, job security, working condition, organizational justice, co-worker support, supervisor support, work-life balance, promotion opportunities, research
and development, and organization commitment. Employee turnover is the only dependent variable in this research. Research results show that job security, working
condition, and work-life balance have significant influence toward employee turnover. Compensation, organizational justice, co-worker support, supervisor support, promotion opportunities, research and development, and organizational
commitment show nosignificant influence.

Keywords: Turnover, Job security, Working condition,Co-worker support, Work life balance, Promotion opportunity
 2016-05-02T10:43:30+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1541 Pengaruh Strategi Biaya Rendah dan Diferensiasi terhadap Keberhasilan PT Tahu Tauhid 2016-05-02T11:00:08+00:00 Vina Merliana email@example.com Albert Kurniawan firstname.lastname@example.com
This study discusses the company PT TAHU TAUHID Lembang in the city, the researchers are interested in doing research on this company, as the company is one part of the changes to the types of food in the know begin by providing a variety of flavors to him. The factory is well know for success in business, the company's emphasis on increasing the efficiency and utilization of external circumstances, while also maintaining its uniqueness PT TAHU TAUHID. To the authors to take the title of the thesis about Influence Strategies (Low Cost and Differentiation) the success of the business. The purpose of this study was to
determine a low cost to determine the success of PT TAHU TAUHID Lembang, and to determine the differentiation strategy of competitive advantage held by PT TAHU TAUHID Lembang. In the sampling method nonprobability sampling is saturated
with 75 employees. The results from 75 employees to prove that the competitive advantage of Differentiation shows more influence on the success of its PT TAHU TAUHID, whereas Low cost does not significantly affect the success of PT TAHU
TAUHID.

Keywords: Strategies Competitive Advantage, Low Cost, Differentiation, The success of the business.
 2016-05-02T10:46:40+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1542 Analisis Deskriptif Kepemimpinan Managerial Grid di Lingkungan Perguruan Tinggi 2016-05-02T11:00:08+00:00 Albert Kurniawan firstname.lastname@example.com
The aim of the research is to describe and analyze the appropriate leadership style students in accordance with managerial grid view. Dimension managerial grid are concerned for Relationship Orientation and Task Orientation.
This study using explanatory method with quantitative approach. The data were obtained using questionnaire and observation. This research is using non probability method which is Puposive Sampling and it took 67 students. The results
have shown Leadership Grid 67 students. The results of the research reveal that students implements leadership style of managerial grid of (8,2) (7,9). This is indicated by mean score of subordinate orientation, i.e. 8,2 and mean score of task
orientation, i.e. 7,9.

Keywords: Leadership Style, Managerial Grid, Relationship Orientation, Task Orientation
 2016-05-02T10:49:21+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1543 Pengaruh Service Quality (Tangible, Empathy, Reliability, Responsiveness dan Assurance) terhadap Customer Satisfaction: Penelitian pada Hotel Serela Bandung 2016-05-02T11:00:08+00:00 Yunus Alaan email@example.com
In the past the service companies lagged behind manufacturing company in the field of the use of marketing as a service company was small, or are business professionals who do not use marketing or face a lot of demand or a little competition, but at the present time services is an important area, where a sector services provide a major contribution in Indonesia. Increase the number of service providers has resulted in increased competition in the services sector, including the
hotel services provider, in order to win the competition, service providers need to provide maximum satisfaction to the consumer ,. This study aims to examine and analyze whether quality of service along with the dimensions of quality of service
has an influence on customer satisfaction. Research conducted on Serela Hotel Bandung by taking a sample of 100 consumers then testing the feasibility of data using SPSS and then do regression testing. The results showed that the effect of
service quality on customer satisfaction by 35.80%. While the dimensions of the quality of service that has is tangible (30.25%) and reliability (26.41%) on customer satisfaction. So tangible to have the most impact on customer satisfaction.

Keywords: Assurance, Customer Satisfaction, Empathy, Reliability, Responsiveness, Service Quality, Tangible
 2016-05-02T10:59:23+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1544 Social Capital sebagai Mediator antara Trust dan Knowledge Sharing Studi Empiris di Minimarket 2016-05-02T11:00:08+00:00 Sri Raharso firstname.lastname@example.com
The objective of this study is to identify the relation between trust, social capital, and knowledge sharing of mini market employee in Bandung. Employee have to depend on trust in their cooperative activities to justify their expected benefits from the knowledge sharing. Hence, cooperative act as mediator between trust and knowledge sharing. Knowledge sharing is an activity through which knowledge (namely, information, skills, or expertise) is exchanged among people, friends, families, communities or organizations; they are social processed
facilitated by social capital. The results of the analysis highlight significance relationship between trust – knowledge sharing and trust – knowledge sharing via social capital as mediator. As a result, trust is highly overrated as a main driver of knowledge sharing. Hence, social capital plays important role in knowledge sharing process, not trust.

Keywords: trust, social capital, knowledge sharing
 2016-05-02T10:55:21+00:00 http://majour.maranatha.edu/index.php/jurnal-manajemen/article/view/1545 Index Jurnal Volume 15 2016-05-02T11:00:08+00:00 admin . email@example.com . 2016-05-02T10:56:59+00:00


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tag:econsultancy.com,2008:/topics/marketing-automation Latest Marketing Automation content from Econsultancy 2016-10-04T15:19:07+01:00 tag:econsultancy.com,2008:BlogPost/68339 2016-10-04T15:19:07+01:00 2016-10-04T15:19:07+01:00 Will marketers be automated out of a job? Patricio Robles
Hello, Watson

In 2014, IBM is estimated to have spent $53m on digital display ads.

Earlier this year, it was revealed that the company had been experimenting with Watson, its cognitive computing platform, to see if it could help Big Blue better manage its online ad buys.

After nearly a year of testing, it had an answer: yes, it can, and pretty darn well.

'Cognitive bid optimization', as IBM calls it, reduced the company's average cost per click by 35%, and by as much as 71%.

Even fractions of dollars and cents "really matters to us," IBM's VP of marketing analytics, Ari Sheinkin, explained, "because of the volume and the dollars involved."

Given the potential for savings, IBM decided to hand over all of its programmatic campaigns to Watson by the end of this year.

Einstein gets into the act

Watson is named after IBM's first CEO, Thomas J. Watson, and CRM platform provider Salesforce named its recently announced AI platform after a pretty smart guy too, Albert Einstein.

Einstein, which Salesforce bills as "AI for Everyone," aims to make "Salesforce the world's smartest CRM" by "enabling any company to deliver smarter, personalized and more predictive customer experiences."

The technology is being applied to all of Salesforce's Clouds, including Sales Cloud, Service Cloud, and Marketing and Analytics Cloud.

Marketing Cloud Einstein, for instance, will offer predictive scoring, predictive audiences and automated send-time optimization.

Predictive scoring "gauge[s] how likely it is that customers will engage with an email, unsubscribe from an email list, or make a web purchase.

Predictive audiences builds segments of audiences who share common predicted behaviors.

Automated send-time optimization delivers a message when recipients are deemed most likely to engage.

Wither the marketer?

While Salesforce is pitching Einstein as a way to make its staff, including marketers, more effective, some are starting to ask if the days are numbered for many marketers.

It's a somewhat complicated and sensitive discussion for obvious reasons.

A strong argument can be made that marketers aren't going anywhere. After all, as Marketing Land's Barry Levine suggests, "the marketer is the liaison with reality."

There are still a lot of areas in the marketing process in which human involvement is required and/or desirable.

For example, banner ads and emails don't design and write themselves, and there are always "black swan" events that humans will need to respond to, at least for the foreseeable future.

There is also the ever-important strategic layer of marketing that can't be distilled into a science.

But that doesn't mean that the role of marketers won't change, or that marketing jobs won't disappear.

Thanks, programmatic

With more and more digital ad dollars being spend through programmatic channels, the online ad market today is looking more and more like a stock exchange.

Years ago, the trading floors of stock exchanges were filled with traders.

Today, many are practically empty. Part of that is the result of the 2008 financial crisis, but part of it is the fact that the world needs fewer traders thanks to technology.

Living in the next CT town, sad to see what's become of once-largest trading floor in world @UBS @biancoresearch pic.twitter.com/XKYkBO8Q6C
 — Liz Ann Sonders (@LizAnnSonders) September 4, 2016

As programmatic continues to take over, there will be greater opportunity for businesses to hand over the reigns to computers like Watson and that will obviously have an impact on many marketers' jobs.

In some cases, it could even eliminate them.

Don't blame programmatic

But if technology and the automation it can provide ultimately results in a need for fewer marketers, technology shouldn't shoulder all of the blame.

No, marketers themselves will have to take some responsibility for the situation.

In a scathing opinion piece, Marketing Week's Mark Ritson argues that Facebook Overstategate shows that marketers are in many cases clueless:

...this little debacle once again confirms that nobody actually knows what the fuck is going on with digital media. Not media agencies, not big-spending clients and not armchair digital strategists.

From the shadowy box of turds and spiders that is programmatic to the increasingly complex and deluded world of digital views, the idea that digital marketing is more analytical and attributable than other media is clearly horseshit.

Sure, it has more numbers and many more metrics but that does not make it more accountable, it makes it less so.

While marketers could be forgiven for the fact that Facebook is effectively a black box, it is somewhat amazing that apparently nobody noticed Facebook's major faux pas, which overestimated average viewing time for video ads by 60% to 80% for two years.

But marketers can't blame the black boxes either. Examples of problematic behavior in digital ad land are everywhere, and it often occurs when dollars meet hype, inexperience and bad judgment.

And let's be honest: marketers, in many cases, don't have any incentive not to misbehave, get lazy or recognize their own limitations.

In fact, they actually have more of an incentive to ensure that their budgets stay the same or grow.

Fortunately for them, digital provides no shortage of metrics to justify those budgets.

Ultimately, however, digital was sold as being far more accountable, and it should be. Technology will eventually be called upon to help restore that promise.

The marketers who plan to remain marketers should embrace that.

The marketers who don't are far more likely to become former marketers in the years ahead.
 tag:econsultancy.com,2008:BlogPost/68236 2016-09-14T11:00:00+01:00 2016-09-14T11:00:00+01:00 Three big problems with marketing automation rules (and how to solve them) Andrew Davies
Is marketing automation delivering?

As marketers, we live in a world where the number of choices that we have to make to deliver the right message to the right person at the right time is increasing exponentially.

Marketing has moved from mass advertising where you sent one message to everyone, to segments where messages are sent to a limited number of people, to now having to understand individual customer journeys.

Marketing automation has emerged as a supposed panacea to this problem, yet despite years of propaganda from vendors promising the world, many B2B enterprises that have bought marketing automation are finding that it is not quite the silver bullet they expected.

The Annuitas 2015 B2B Enterprise survey of over 100 B2B enterprise marketers from organizations with annual revenues that exceed $250m revealed that only 2.8% of respondents believed demand generation campaigns achieve their goals.

Similarly, Econsultancy's Email Marketing Industry census surfaced that only 7% of respondents deemed their in-house automated campaigns to be "very successful".

The truth is that even if you avoid marketing automation mistakes (such as these), you are still lumbered with the task of using marketing automation rules and decision logic to select and deliver campaign messages.

Three big problems with marketing automation rules

At the heart of all marketing automation technology and outputs are the rules used to tell the marketing automation platform which content or message to select and send to which particular contacts in your database.

This structure necessarily leads to three big problems for B2B organisations:

1) Marketing automation rules cannot cope with complex buyer journeys

All marketing automation relies on preset logic ("If this X happens then do Y", "if X does not happen, then do Z") and traditional purchase-funnel theory to architect marketing campaigns and trigger communications.

The problem is that the B2B buyer journey is much more complex than marketing automation vendors would have you believe.

2) Rules cannot adapt to changing contexts

The nature of marketing automation rules is that once they have been activated they remain active until you manually deactivate them.

This mean that they are not adaptive and they cannot learn from a campaign's results, only repeat them.

Sure, you can create a rule that says: IF [Marketing Automation score] [increases] [+5] THEN [remove from] [LISTNAME] AND [add to] [NEW LISTNAME], but rules cannot cope with the reality that prospects are continually evolving in their interests and needs, not just their sales stage or marketing automation score.

3) Marketing automation rules mean more - not less - staff

As counterintuitive as it sounds, marketing automation often means having to bring on more – not less – staff.

As well as a marketing manager, a database manager, a demand gen exec, a content strategist, you will most likely need a marketing technologist who is able to help you get the most out of your new system.

All of these people have input into creating the rules that are used and the cost of hiring will ultimately prolong the time it takes to see positive ROI on your marketing automation purchase.

As soon as you begin to understand the three big problems with marketing automation rules, it all becomes clear why 60% of content in B2B organisations is wasted and why one of the biggest issues in demand generation is interest abandonment.

What are the solutions to the marketing automation rules problem?

As the co-founder of a B2B technology company, and having spent the past few years refining our demand generation process, I know just how powerful a good marketing automation system and practice can be - but I am also cognisant of the above problems.

This has led us to try the following solutions:

Create more rules

It's true - one way to address the problem of imperfect marketing automation rules is to create more marketing automation rules to try and meet every kind of conceivable customer journey, context or need.

However, you can only create so many rules. It is perhaps feasible when an organisation has a limited product portfolio or few content assets, but when you are a high-volume publisher with a wide variety of products and customer types (such as a wealth and asset management firm) this is impossible.

The problem is that although the number of choices is increasing, the number of rules that we can make (to make the decisions to govern those choices that we can create) is very limited.

Hire more people

We can only create so many rules whilst retaining the same number of marketers before the Law of Diminishing Returns kicks in.

The next option then is to increase the number of rules and increase the number of marketing staff to create and manage these rules.

The problem here is that number of available marketers is finite and the number of marketers that one can afford is even more finite, so CMOs that are on a hiring spree will still ultimately be faced with this fundamental gap between the number of choices they need to make and the number of marketing automation rules that their team can can create to make those choices.

No More Rules - use predictive machine-learning

This leaves us with a third option - eschewing marketing automation rules altogether by turning to predictive, machine-learning technologies that use algorithms to make decisions, rather than rules.

Although some marketers may baulk at the idea of turning over marketing decisions to artificial intelligence, it is becoming an increasingly common and accepted practice.

The benefit of using predictive machine-learning is that it can learn from new information and quickly decide what the next best action is for an optimal outcome.

Machine learning is well-suited to environments where CMOs face complex buyer journeys, constantly evolving user profiles and myriad pieces of content that need to be categorised and structured before being served across multiple channels.

Better yet, these technologies can be integrated with your marketing automation platform.

Rather than relying on restrictive rules-based logic, a 'no more rules' approach adapts to the unique signals and interactions of each buyer and automatically decides the best message, content or product to send to them.

It's an approach that saves both the prohibitive operational costs of hiring more staff and time-intensive stress of having to create rules that can govern every scenario in the ever-complex B2B buyer journey.
 tag:econsultancy.com,2008:BlogPost/68256 2016-09-06T14:06:47+01:00 2016-09-06T14:06:47+01:00 RIP innovation: How your company culture is killing marketing creativity Chloe Young
In a fast-moving marketing landscape where new channels and platforms appear almost monthly, do marketers run the risk of losing opportunities because they haven't yet been proven?

What are the barriers to investment in digital marketing?

An annual study by Oracle Marketing Cloud and Econsultancy asked marketers: "What is preventing your company from investing more in digital marketing?"

The 2016 results showed clearly that, along with restricted marketing budgets, inability to measure ROI, short staffing and company culture were top obstacles.

Crucially, the drive for strict ROI impacts the other factors, as without concrete figures decision makers are unwilling to increase budgets.

This impacts staffing and forces continued reliance on traditional marketing, creating a vicious cycle.

Is your company culture risk-averse or innovation-friendly?

In a risk-averse culture, innovation is stifled by the overwhelming need to demonstrate ROI. But innovation requires people, and hiring the right people requires budget.

With budget hanging on ROI, you find yourself stuck in limbo, unable to bring innovators into the team who can explore new channels, and bring positive change.

Your organisational culture should enable, support and catalyse change.

Research has shown that digital leaders see clear differences between companies with a digital culture and those without in their ability to adapt, innovate and create.

To gauge the current state, Oracle Marketing Cloud and Econsultancy asked marketers to agree or disagree with the statement: "We reserve a proportion of budgets for more innovative but untried marketing activities."

At one extreme, a third (33%) of respondents disagreed with the statement, with 8% replying 'strongly disagree'.

These companies can be said to have risk-averse marketing strategies with little room for innovation.

At the other end, 35% agreed to some extent that there was room in their budgets for trying new marketing activities, with 3% replying 'strongly agree'. The remaining third (32%) were neutral.

It's clear that newer marketing opportunities are not always enthusiastically grasped and explored.

But by relying too heavily on what has worked in the past, marketers run the risk of falling behind in today's fast-moving marketing landscape.

What worked yesterday may be no good tomorrow. Ongoing marketing success requires an open mind and the ability to adapt.

That's why it's essential to set aside time and budget for charting new frontiers.

New channels pose a challenge to ROI reliance

Some channels are perceived as more measurable than others. Established formats like email and PPC win out over newer disciplines like mobile, personalisation and video.

This illustrates the danger of being driven purely by ROI. All indicators now point to mobile and video as the current and next big things in consumer consumption.

Mobile now counts for 25-29% of consumer time on media, and yet our survey of marketers found that respondents are spending only 4% of their digital marketing budgets on mobile marketing.

According to Sir Martin Sorrell, CEO of WPP advertising group:

Underinvestment in mobile... is due to a lack of clarity around the measurement of mobile advertising, particularly in the 'walled garden' ecosystems of Facebook and Google.

Creativity on mobile is one thing, but measurement is another; people are not sure of the ROI.

Only 18% of respondents said their ability to measure ROI was good for mobile marketing for acquisition, and 15% for mobile marketing for engagement/retention.

Between them, Facebook and Google have 70% of marketing share, with a higher penetration than desktop.

So it's clear that marketers must put more budget into these emerging channels. A lack of innovation here will quickly see brands falling out of step with consumer behaviour.

Shop Direct case study

Investing in mobile doesn't have to be a stab in the dark. As the channel matures, clear examples of brand success are beginning to emerge.

Shop Direct, the UK's second-largest online retailer, ploughed budget into Facebook's suite of advertising products for its Black Friday campaign.

It moved customers through every part of the funnel, from awareness (via Instagram and Facebook videos), to consideration (through retargeting video viewers), to conversion with Facebook dynamic product ads.

The results speak for themselves: a 20x return on investment, and Shop Direct's most successful sales day ever.

What next: ROI vs Innovation?

The good news is that marketers are a dynamic and forward-thinking bunch of people.

Already, over a third of companies have room in their budget for innovation, with a core 3% leading the pack.

However, there is still much room for improvement. Perhaps due to restrictive budgets and risk-averse company culture, mobile, marketing automation and personalisation are yet to make it into the top ten priorities for budget increases.

But the industry is waking up to the importance of other new approaches like social media acquisition and video advertising; 60% and 58% plan to increase investment in these channels, respectively.

The marketing landscape and consumer behaviour continue to rapidly evolve. The field will belong to those who can maintain established ROI-led activities, and exploit rich new opportunities as they unfold.

Takeaways

Commitment to ROI is crucial but can be a dampener on marketing innovation.

Restricted budgets, lack of staff and a risk-averse company culture are the key obstacles to investment in digital marketing.

Your organisational culture should enable, support and catalyse change.

Newer channels like video and mobile are forcing marketers to innovate in order to keep up with consumer behaviour.

Ongoing success relies on ability to balance 'safe' ROI-driven activities with innovation and new approaches.

Find out how marketing budgets are changing, and how to extract maximum value from yours!

Download: Marketing Budgets 2016: Part of the Modern Marketing Actionable Insights Series.
 tag:econsultancy.com,2008:BlogPost/68093 2016-07-28T12:43:06+01:00 2016-07-28T12:43:06+01:00 Three surefire ways to maximize your CRM's effectiveness Shaun Haase
While some features are overly complex or not fit for every business, there are key components that can deliver tremendous value if you can get your sales team over the initial learning curve.

Create automated actions

Automated actions allow you to easily set up, assign and manage tasks for your sales team.

These simple actions can help streamline the collaboration between different team members while eliminating the tedious process of checking in throughout the day for status updates. Rather than having every team member update the system manually, a CRM can help automate these actions to create a more seamless workflow.

In addition to internal task management, sales teams also engage in external communications when liaising with customers or partners. One critical part of this process is the follow-up.

With task automation, team leads can set reminders that will ensure that these follow-ups take place at exactly the right time – but in a way that's not overly distracting.

During times when everything seems like a priority, sales teams have to juggle multiple tasks. To prevent them from dropping the ball, team leaders can help by creating reminders for each step of the process to better organize and prioritize tasks.

A few examples of rules to set for your sales team may include:

Reminders to send out collateral materials to a customer after speaking on the phone;

Scheduling an in-person meeting after communicating with a lead more than three times; or

Following up to make sure everything is OK if the lead goes silent for a week.

You can set up tasks and reminders for every step in the sales cycle that would automatically initiate the action that you want your team to take.

Use tags to quickly retrieve information

Tags are custom labels that can be applied to CRM contacts and sales leads. You can add as many tags as you wish to an entry, and the goal is to make it easier to search for and retrieve contacts based on a specific filter such as regional leads, future opportunities or top customers.

If location plays a big role in your sales and marketing strategy, you can add tags like: Southwest, Northeast, Midwest, etc.

For instance, a sales manager working in a swimsuit business might find value in being able to extract a list of existing or potential customers based in the Southwest region to better target them during the fall.

Alternatively, if you're in a highly saturated industry where competition is high, your CRM can help identify opportunities where the stakes are lower. By using your CRM to help focus resources on lead generation, you'll be able to convert more customers and make more sales.

Top customers can also be labeled with appropriate tags such as "VIP", "power user" or "early adopter". These tags can come in handy when trying to quickly identify customers who may be inclined to beta test your newest feature update or take an early look at an upcoming product release.

Manage customer inquiries with the sales pipeline feature

A sales pipeline can be great for tracking new or open deals. Alternatively, it can also be used to manage inbound inquiries and requests by customers or partners.

If a customer sends in a detailed product inquiry, you can easily input it into the CRM and assign it to a new sales pipeline.

Rather than going through your typical sales oriented stages, you can add relevant milestones such as "under investigation", "responded" and "resolved".

As part of a sales team, you'll likely also receive requests from customers about new product features that they want and could help improve their business. With a CRM, you can treat these requests as you would a new business opportunity.

If enough customers request similar types of features, you can add this to a development pipeline to take action that will support the development of the requested feature or product.

Finally, it's inevitable that your customer will switch to one of your competitors. If this can be identified early on using a CRM, team leads can build in a strategy for retaining customers and rewarding them for their loyalty.

In conclusion...

CRMs provide a wealth of features that can optimize the operation of your team.

While these features may seem overwhelming at first, sales teams who can commit to learning will reap the benefits that come with organization and foresight.

More CRM implementation tips:

 CRM implementation tips from the experts: part one

 CRM implementation tips from the experts: part two

 tag:econsultancy.com,2008:BlogPost/67979 2016-06-23T14:27:54+01:00 2016-06-23T14:27:54+01:00 The five steps to an effective and repeatable sales process Shaun Haase
The most important thing to remember is to establish clearly defined goals early on to ensure that your sales team is on the same course of action as you.

By developing and implementing a strategy that's consistent across all of your customer segments and touchpoints, your sales team becomes a well-oiled machine that offers the same impeccable service and experience that is in line with your company's bottom line.

Here are five steps to help you get started:

1. Segment your leads

Organizing your leads is the key to success. Business is done by people, and as such, there is enormous value in noting the unique attributes and preferences of each potential or existing customer.

From the industry they're in, to their communication preferences, remembering the specific needs of each lead helps establish your sales team as more personable, relatable and thoughtful.

This level of personalization can only be achieved by segmenting your customers, either based on their industry, opportunity or other variables.

Lead segmentation can also help reduce the number of emails sent, increase the open rate for each message and help your sales team gain valuable insight into what does and doesn't work.

Sales teams will be able to cater to customers in a more personalized way, which can lead to higher conversion rates because they feel like a person is reaching out to them, not Mailchimp.

2. Start with the full cycle in mind

Initiate the sales cycle with communication that's warm and inviting.

The first point of communication should bring awareness of your product to the customer; it's certainly not the time for a hard sell, though the time for this will surely come.

If you jump too early, you'll be putting yourself at risk of alienating the potential customer even before they've had a chance to learn about what you have to offer.

Use the first touchpoint to get to know the customer. When you better understand their desires and pain points, you'll be able to craft a relevant message that speaks to their exact needs.

More importantly, see this first step as part of a larger story that's weaved together through multiple touchpoints.

What is the key message you want to convey to this customer? Be brief, to the point and think carefully about a messaging tactic that will resonate with your target audience.

You may also encounter customers who are familiar with your product and have already shortlisted you as a viable solution. Don't be too pushy but do try to feel customers out.

Give every customer the opportunity to take action with a simple call-to-action that empowers them to move forward if so desired.

3. Utilize feedback to refine your pitch

Customer feedback can dramatically enhance the effectiveness of your messaging and communications.

By analyzing email open and response rates from previous campaigns along with a customer sentiment audit, you'll be able to uncover valuable insights on customer interest or lack thereof.

If the messaging you're using is not hitting your engagement targets, take the time to evaluate the issue and try A/B testing different variations of your core message.

You might even find that you need to expand your predefined customer segments to ensure that all customers are being ushered down the most effective sales path for them.

Utilising existing feedback on your outreach is important when optimizing your sales strategy.

You'll quickly learn which types of messages and approaches work best on each group, and you'll also be able to better identify which customer segments are proving to be the most valuable.

By regularly monitoring and adjusting your communications, you'll create a much more efficient and lucrative sales pipeline.

4. Connect with your warmest leads

Once you get further along in your conversations, you'll have a better sense of which leads are the most promising.

It's now time to connect personally with each of your warmest leads. Offer to connect over a phone call or in person.

By doing so, you'll be able to directly address any potential questions/concerns while creating a deeper connection with each lead.

If you're lucky enough to generate many warm leads and haven't done so already, you need to be utilizing a CRM to track and manage these relationships.

A CRM becomes increasingly important as the sales process progresses so it's best you implement one early on.

The right CRM will ensure that you are maximizing the conversion potential of your warmest leads.

5. Don't be afraid to use incentives

Now that you've established rapport with potential customers, it's time to close the deal. Start by sending a follow-up reminder with the key benefits and solutions of your product/service.

At this point, your lead should have all pertinent information about your product/service so keep it short, simple and to the point.

If they're still on the fence, try presenting them with a limited-time promotion to give them an immediate incentive to convert right then and there.

Rather than dwelling on the lost revenue from the promotion, consider the potential lifetime value that customers can provide.

In conclusion...

Creating a scalable and repeatable sales process is a relatively straightforward endeavor but the true challenge is remembering to continually adapt your processes to the needs of your customers.

When you have a clearly defined process in place, it becomes much easier to scale your sales team and keeps them focused on what they do best: close deals.
 tag:econsultancy.com,2008:BlogPost/67912 2016-06-08T11:58:37+01:00 2016-06-08T11:58:37+01:00 Five reasons your CRM isn't actually increasing sales Shaun Haase
On the other hand, a recent survey by Software Advice revealed that 74% of companies using the right CRM for their business say that it has improved their access to customer data, therefore allowing them to improve lead conversion and ultimately increase sales.

If your CRM is not working for you, here are five common reasons why:

1. No overarching strategy with relevant sales goal metrics

It's critical that sales and marketing teams work closely together to set an overarching strategy with specific sales goals that can be tracked using a CRM, for example: lead conversions rates for specific sales pipelines.

Often times, companies don't have a clear strategy or a system for tracking metrics like these, instead using their CRM as a glorified contact management system.

Stock photo of a pipeline

If you don't currently have predefined goals and metrics, then you might be losing out on one of the key features of your CRM which should be providing a clear overview of your sales pipeline progress.

In order to keep your business on the track to sales growth, make sure that you set aside time to establish a clear strategy, define which sales metrics will be relevant and have both marketing and sales teams meet regularly to track progress through your CRM.

2. Not utilizing CRMs effectively

According to a research report by BuyerZone, 91% of companies with more than 11 employees use CRM software and have great initial intentions for getting the most value out of them, yet after their teams utilize it for the first few months, usage wanes.

Many times, sales teams stop using CRMs altogether as they find it tedious to have to constantly update contact information.

Sales professionals often complain that inputting data into CRMs takes time away from pursuing opportunities. CRMs should be used to enable your sales teams, not hinder their productivity.

If CRMs are a drain on your team's time, reduce complexity by utilizing tools that make it easier to input data, or find a new CRM that provides automated data entry, better functionality and seamless integration with other enterprise software.

3. Too complicated & too expensive to maintain

Companies often use the same CRM software that successful large enterprises use in order to be competitive.

Unfortunately, these popular CRMs can be very difficult to integrate due to their complex design, and are therefore not ideal for every type and size of company.

These CRMs often require a lot of money and time, since you must also hire third-party vendors to customize the system for specific business needs as well as train your teams to use them.

If you use one of the more popular CRM systems out of the box, there's a good chance it may have been configured incorrectly and it could be costing you both time and money as your teams will not be able to fully utilize it to its full capacity.

CRM software should be simple to integrate and easy to use from the beginning.

If your CRM is still giving you problems even after customizing it and your employees are constantly having to ask for assistance on how to do specific tasks, it may be time for you to seek out a much simpler CRM solution.

4. Using a stand-alone CRM

Stand-alone CRMs are a holdover from many years ago and are very inefficient at transferring disparate data from the different tools that businesses often use, such as email marketing software for managing outbound communications.

A better solution – which many companies are using these days – is a fully integrated cloud-based CRM, as it presents a much more efficient way of integrating into the tools you regularly use.

Six years ago, only 12% of businesses used cloud-based CRM while today this number has increased to 87% and continues to grow every day.

Some clouds

The benefits of fully integrated cloud-based CRMs are plentiful: they allow everyone on your team to easily access important information anywhere, transfer data from different programs and often automatically update data other sources.

All of this then leads to a speedier workflow and always up-to-date sales and contact data.

5. Living with poor data quality

Data migration, integration and management are critical for a well-run CRM.

If your data is not aligned correctly or you have information in the wrong place, then your sales team will lose out on potential leads with missed follow-up appointments or incorrect contact information.

For this reason, it is important that someone regularly checks the data within your CRM system to remove duplicates, update contact information and standardize content.

Data inaccuracy is one of the biggest problems with CRM systems, but at the same time is also one of the easiest to fix if time is dedicated to maintaining it on a regular basis.

In summary...

Here we've highlighted a few of the potential reasons why your CRM might not be helping increase your sales. If you suffer from any of these factors, it is time for you to take action now.

Create a plan for improvement or find a CRM solution better tailored to your company's needs.

A CRM is a great tool for helping you increase sales but also one that must be continuously refreshed and utilized in the most appropriate manner to reap the greatest benefit.
 tag:econsultancy.com,2008:BlogPost/67895 2016-06-01T11:44:43+01:00 2016-06-01T11:44:43+01:00 How Wish uses 'aggressive' automated email in ecommerce Ben Davis
Day three: basket abandonment

Below is the second email I received (the first on day one was a welcome email and chiefly for email address verification). It points me towards an item I left in my basket.

One slight problem with Wish's time sensitive offers is the fact that here is a product I had viewed at £8 when I used the app a few days ago. Now Wish is pushing it back to me at £9.

Granted, both prices are fairly reasonable, but it does show a potential downside to the discount model.

Elsewhere in the email, it's interesting that Wish has attached a YouTube haul video. The video shows a makeup haul, which isn't best suited for me.

Wish knows my gender, it asked me during the signup process, but has likely added this video to all such emails, regardless of gender.

The retailer may well be promoting its YouTube content here to re-emphasise its value proposition. The haul videos stress that the products are cheap but their quality is adequately good.

For a new(ish) platform with a slightly unusual UX, social proof is important to tempt first-time users back into the app.

Day four: browsing follow-up

I had browsed a range of trainers on the Wish app, so was slightly surprised this follow-up email focused on sandals. Indeed, the showcased products seem to be mostly shoes.

Despite this slight confusion in categories, I liked the format of the email, with simple product images that are all individually linked to product pages, or the option to see the full collection.

Notice the email subject tackles the topic of 'creepiness' head on, telling me what I've been browsing. This is smart - recognising the elephant in the room means Wish mitigates any customer unease.

Day four: trending products & recommendations

On day four Wish also sent me the email below, which I've split into two images.

It's a classic bit of email marketing. Some gender-specific products are surfaced (the wallets category), as are recommendations similar to my wishlist (where I had liked a watch strap) and links to other categories are provided.

The footer promotes the Wish app, which by day four I had deleted.

As far as I'm aware, there's no way to find out if a user has deleted an iOS app, but I can't rule out Wish having some kind of work-around here.

Day six: more trending products and recommendations (effectively a non-open resend)

Another recommendation email next.

Though I didn't engage with the first email, studies have shown email resends to non-opens to be a successful tactic, so Wish obviously sees the same with its testing.

This isn't a resend per se, but the email layout and half of the content matches very closely to day four's email.

Day six: wishlist reminder

I had added a watch strap to my favourites and six days later Wish sent me the email below.

The delay was smart, being time enough for me to have potentially bought the watch strap. Sending a reminder too soon may have put me off.

The email subject line is impressive, personalised to the product I had favourited.

If these subject lines are automated, there must have been extensive copywriting or a machine learning algorithm involved in the original setup.

Conclusion

Though I have called Wish's automated email 'aggressive' I don't think that's a bad thing. The retailer's whole strategy is about encouraging time in app as well as impulse buys.

As we know from some studies, more email means more money.

It's an effective channel that, though it may serve to annoy the one-off customer, does much to encourage high-value customers to purchase.

From a marketing automation point of view, it's great to see a retailer investing heavily in this area given that many marketers are failing to make the most of triggered emails.
 tag:econsultancy.com,2008:BlogPost/67815 2016-05-06T10:02:43+01:00 2016-05-06T10:02:43+01:00 Why marketers are failing to make the most of automated emails Nikki Gilliland
So why is email automation such a tricky tool to master?

Here are some key findings from the report.

Pulling the trigger

Automated emails are triggered by consumer behaviour, but it seems a lot of companies feel comfortable focusing on just a few core actions.

With 46% of automated emails being triggered by new customer sign-ups, the welcome email has long reigned supreme. However, it is certainly not the only trigger worth using.

Thankfully, some organisations are slowly starting to catch on to other types of consumer behaviour.

The below graph demonstrates how lapsed customers, abandoned baskets and content downloads are also being targeted.

Breaking the barrier

For those client-side, the biggest reason cited for letting automated emails fall by the wayside is not having the time to make it happen.

Despite this seeming at odds with the very reasons for using automated emails in the first place - saving you the hassle of sending out multiple manual emails - a lack of resources does seem to be a big issue.

Meanwhile, for agencies, low budgets and a lack of skills are called out as the biggest obstacles.

Going automatic

So how can automated email be used to its full potential in future?

Here are three ways companies can begin to reap the rewards of this widely underused marketing tool.

1. Be creative.

Whether it's a birthday, social media plug, or a simple a thank you for buying – marketers need to expand the reasons they reach out to customers.

Often, the more creative the trigger, the greater the customer engagement.

With the likes of Ray Ban demonstrating the success of the long-game, it's important to remember that there are no set rules to follow.

2. Mobile-optimise the customer journey.

With 46% of company marketers aiming to use automation to enable one-to-one communication with customers, being 'mobile-first' is key.

With more than half of emails now being opened on a mobile device, it is not simply about how the email appears on a device, but how it can increase conversion rates.

3. Be customer-centric.

Finally, while technological innovation is important, consumer relevance should be the core reason for any automated email campaign.

Whether the customer receives an email via an app or on desktop, if it's not relevant, it's not worth opening.

To find out more on this topic, you can download the full Email Marketing Industry Census 2016.
 tag:econsultancy.com,2008:BlogPost/67692 2016-04-05T01:00:00+01:00 2016-04-05T01:00:00+01:00 The best APAC digital marketing stats from March 2016 Ben Davis
Facebook numbers in Southeast Asia

Facebook has 241m users in Southeast Asia and 94% of them use Facebook on mobile, according to the network's own internal data.

Thais and Singaporeans use Facebook to messages businesses at nearly twice the monthly global average.

via Facebook for Business.

APAC ecommerce revenue outstripping USA and Europe

A report from Forrester states that five markets in APAC (China, Japan, South Korea, India and Australia) already have combined ecommerce revenues surpassing US and Europe combined.

The forecast suggests that the revenue from these five markets is set to double by 2020, from $733bn in 2015 to $1.4tn.

Australia: the internet = entertainment

More than half of Australians over 16 years old consider the internet as their main source of entertainment.

Over 1,000 Australians were surveyed by Meltwater, reported by B&T Magazine, on their media consumption habits and use of digital technologies.

Other findings include:

35% of Australians go to Facebook or Twitter newsfeeds as a first stop for news.

The over 65 demographic (perhaps traditionally viewed as laggards) are relying on online news just as much as print.

APAC warms to the internet of things

Indian and Chinese consumers are more enthusiastic about connected devices in the home than those in other international markets.

The survey by Mindshare (11,000 respondents across 19 countries, reported by Mumbrella) showed the proportion of those "very interested" from these two markets far exceeded the global average.

APAC respondents in general were also interested in connected consumables, perhaps surprisingly even food (40%) and drink (38%).

Despite this interest in connected devices, many were "concerned" about companies knowing how, when and how often they used their products (as high as 86% in India).

Products already exist in the market showing how much of certain foodstuffs remain in your fridge.

We just announced three new products, have a look! https://t.co/tLGTWt5yXr pic.twitter.com/96biFOj71b
 — Smarter Applications (@Smarter_AM) January 5, 2016

Australian's believe the display ad model is broken

The majority (66%) of marketers and media buyers in Australia surveyed in Econsultancy's People-Based Advertising report agree or strongly agree that the current model for display advertising is broken (based on 350 respondents).

What's more, only 12% actively disagree that it is, with 72% of respondents fearing that ad blocking could put the current model in jeopardy.

Q: Agree of disagree: 'The current model for display advertising is broken'

Women influence 90% of car buys in Singapore

Dentsu's SenseAsia revealed data that suggests women are more thorough in the research phase, averaging a total of 33 channels in this phase.

Reported by Warc, women are also more likely to be influenced by their research than men, who often have pre-conceived ideas in the auto market.

China ad growth halved

Net advertising revenue growth slowed from 16% in 2014 to 7% in 2015, according to IHS Advertising (reported by CFO Innovation).

At a size of $64.1bn in 2015, the industry saw single-digit growth for the first time since 2010.

 First-, second- and third- party data targeting in Australia

41% of Australian respondents (marketers and media buyers) in our People Based Advertising report were familiar with known user targeting through functionality such as Facebook's Custom Audiences.

When it comes to use of different data types, understandably, first-party data was used most commonly for people-based targeting.

More than a quarter (27%) of respondents used real-time intent data to target media effectively.

Q: Do you purchase advertising using any of the following targeting mechanisms?

Marketing automation high up the priority list in South-East Asia...

In the Econsultancy report, State of Email and Marketing Automation in South-East Asia, respondents (more than 500 from clientside and agency) revealed their priorities for 2016.

Marketing automation was prominent in their thoughts, behind only content and social.

Email marketing showed itself to be evergreen, a priority above PPC, display, mobile and SEO for this sample.

..and in Australia (but it isn't quite understood)

Another marketing automation survey, by Squiz and reported in B&T, found respondents were investing 70% more in marketing automation in 2016 than 2015.

654 marketing and IT professionals were surveyed, with the majority coming from Australia and New Zealand.
 tag:econsultancy.com,2008:BlogPost/67675 2016-03-28T13:00:00+01:00 2016-03-28T13:00:00+01:00 Six online advertising tactics set to rise Stephanie Carr
Marketer priorities in a challenging ad tech landscape

2015 brought us programmatic retargeting, which results in great engagement but requires viewability to be closely monitored. Coupled with the rise of ad-blockers, it's arguably getting harder to get in front of the people that matter.

This is the challenging ad-tech landscape we find ourselves in.

We know that priorities have shifted over the last 12 months as digital marketers strive to use 'tiny data' to better understand their audiences on an individual level. According to Marin research, the top priorities for 2016 for UK-based digital marketing managers are:

Creating campaigns based on deeper understanding of audiences (up one place from 2014).

Effective scaling of campaigns across social media channels (new entry in the top five).

Cross-channel digital marketing (up two places from last year).

Better integration of online and offline marketing efforts (new entry in the top five).

Better integration of digital marketing disciplines (down one place).

The question all marketers should ask themselves is what will the use of granular data mean for the consumer? In the constantly evolving advertising landscape, what are the platforms which are going to have an impact on marketers this year and how can they work together?

Booming ad tactics?

1. Native ads

Ads which look and feel like editorial content have been around for a few years now. However, with Bing recently announcing it will also host content of this type within its platform the use of ads which offer a more seamless experience is sure to increase.

2. Personal Digital Assistants

From Cortana to Siri, operating systems are becoming more 'intelligent'.

As consumers increasingly rely on their digital personal assistants, these could be a great place for brands to reach potential customers. We have already started to see this happen within instant message applications.

3. Virtual reality and the IoT

A fridge which knows you need to buy more milk is very impressive. But a fridge which knows which brand you normally buy and which are currently on offer at the supermarket has the power to revolutionise the way everyone shops.

The internet of things might not quite get there in 2016 but it's certainly coming and brands need to be ready to make the most of it.

4. Intent data

By using product feeds, Shopping campaigns (Google & Bing) and Dynamic Product Ads, advertisers are able to attract the attention of consumers by serving ads that relates to their intent to buy.

Couple this intent with the potential addition of highly-engaging video within search results and the SEM space is set to get a whole new lease of life in 2016.

5. Moment marketing

It's vital to reach your target audience at the right time – the specific moments when engagement levels are high. This can be achieved by instantly tailoring your online advertising to what's going on in the offline world such as the weather or the stock market.

Warc and Deloitte believe marketing based on contextual factors will be the biggest trend this year. In fact, the first ever detailed analysis of UK spend on contextual data strategies from TVTY found 23% of digital budgets are spent on moment marketing with over two thirds of brands planning to increase spend.

6. Mirrored campaigns

Facebook's look-a-like approach and Google Customer Match prove the willingness of brands to use their first party data at scale. Now, brands can reach new audiences who share similar interests and it's easier to replicate one campaign across multiple channels.

I predict that this approach goes further in 2016 to encompass display strategies.

Personalized journeys

Digital marketers and CMOs have an opportunity to bring these new approaches together and supercharge the influence of one campaign across an individual's customer journey to deliver a personalised experience which is easy to engage with.

As soon as the value of first party customer data is better realised, the better for marketing efforts as a whole.

subset: commoncrawl


text: × Please take a short survey to help us improve our data-related literature resources. Search Results Studies Variables Publications (1) Your query returned 1 citations. Sort by: Pub Date (newest) Title Recent Additions Author Clear All Pub. Year Citation 1. 2011 Naufal, Ziad S., Marano, Kristin M., Kathman, Steven J., Wilson, Cody L. Differential exposure biomarker levels among cigarette smokers and smokeless tobacco consumers in the National Health and Nutrition Examination Survey 1999-2008. Biomarkers. 16, (3), 222-235. Full Text Options: DOI Worldcat Google Scholar Export Options: RIS EndNote XML Results 1 - 1


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From Wilton 2006 Cake Decorating Yearbook...
Marshmallow fondant for the cards, chips and covering the pillars for the legs. Rest is bc.
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ISNA's community outreach and interfaith programs strengthen relationship between Muslims and the wider society. Such efforts allow ISNA to positively engage with social concerns and national leaders while promoting a healthy vision for Islam's place in the multifaith public sphere.
ISNA believes in providing opportunities to make college more affordable and encouraging the growth of certain critical fields of study for young American Muslims. Apply here or spread the word about these great opportunities.
Participate in building a better future for generations to come. As a Member Affiliate you will gain access to ISNA's renowned services for leadership training, youth program development, and much more.
Discover educational resources and links to help you answer questions about the Islamic faith and cultures. Connect to trustworthy resources to answer your questions.
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East St. Louis, at the base of a Cargill elevator and overlook; photograph by Jesse Vogler [We are pleased to share that the American Bottom project has recently received…
Last week, the Kentucky Rural-Urban Exchange program was featured in The Daily Yonder, a multi-media source of news, commentary, research, and features published by the Center for Rural…
Imagine a networking project that feels like a matchmaking service. Organizers get to know you and your community, and then find someone somewhere else in the state for…
The Next Generation Regional Network in Kentucky supports the Kentucky Rural-Urban Exchange; above: Alex Udis, a square dance caller and community organizer from Louisville, joins Kim Owsley, a…
The Oregon County Food Producers and Artisans Co-Op is a market and community center located in the Missouri Ozarks in the town of Alton, pop. 879. OCFPAC, which…
By Savannah Barrett and Josh May The Commonwealth of Kentucky has tremendous human, natural, and cultural resources. We are rich in opportunity, but historically, real and imagined barriers…
Parler recording musicians in the Oriole Barbershop, Bentonville, Arkansas; University of Arkansas Libraries Special Collections flickr page Last week Art of the Rural launched Middle Landscape, a series of…
Alan Lomax and crew filming Dink and Julia Roberts, Haw River, N.C., 1983. Photo by CeCe Conway. From the Alan Lomax Collection at the American Folklife Center, Library…
By Matthew Fluharty, Director of Art of the Rural The groundwork for Art of the Rural began in December of 2009, when I stood before friends and family…
Winona, MN – National Endowment for the Arts (NEA) Chairman Jane Chu has announced 64 awards totaling $4.3 million supporting projects across the nation through the NEA's Our Town program. Art of the Rural, in collaboration with The Rural Policy Research Institute, University of Iowa, is one of the recommended organizations for an award of $50,000 to continue the work of its Next Generation rural creative placemaking initiative. The Our Town grant program supports creative placemaking projects that help to transform communities into lively, beautiful, and resilient places with the arts at their core. The NEA received 240 applications for Our Town this year and will make awards ranging from $25,000 to $100,000.
"For six years, Our Town has made a difference for people and the places where they live, work, and play," said NEA Chairman Jane Chu. "Projects such as Next Generation help residents engage the arts to spark vitality in their communities."
In collaboration with a host of local and national partners who have contributed insights to this initiative's Theory of Change, Next Generation engages artists, organizations, and communities across the public and private sector to advance collaboration, share innovative strategies and research, and elevate emerging leaders in the rural creative placemaking field.
"We appreciate NEA's continuing support of this initiative, premised upon our belief that rural arts and culture remain underappreciated as a foundational wealth in rural America, deserving of far greater public and philanthropic sector investment," said Chuck Fluharty, RUPRI President and CEO. "These partnerships, and the Next Generation leadership they support, are a place-based movement to enhance both that awareness and that commitment."
Next Generation links three activities: Regional Networks that spark exchange, collaboration, and dissemination of best practices; a Digital Learning Commons that shares this knowledge and contributes further perspectives from across the rural arts and culture field; and a Next Generation Conference that will merge the activities of the Networks and Commons, combine digital and face-to-face exchange, and expand the rural placemaking network.
"The Endowment's support has been crucial in our efforts to facilitate a collaborative, open space for folks from across sectors, disciplines, and geographies," said Matthew Fluharty, Executive Director of Art of the Rural. "We are grateful to work with these various communities to build deeper systems of learning and exchange."
For a complete list of projects recommended for Our Town grant support, please visit the NEA web site at arts.gov. The NEA's online resource, Exploring Our Town, features case studies of more than 70 Our Town projects along with lessons learned and other resources.
To join the Twitter conversation about this announcement, please use #NEAOurTown16.
Donald Culross Peattie was the pre-eminent Naturalist of his day. After leaving University of Chicago and French Poetry for Harvard and Botany, he worked for the Department of Agriculture and produced several works of mostly scientific value—his A Natural History of North American Trees is indispensable, authoritative and exhaustive. Later, he married the novelist Louise Redfield, and turned to nature writing as a career, for which he is most remembered. Through the 30's and 40's he published a dozen or so books directed to the general reader which were, owing to his popularity, distributed through many book clubs; he also wrote for Reader's Digestand produced columns for the Washington Post and Chicago Daily News.
The book to emerge from from these Northern Illinois fields was An Almanac for Moderns (1935) a breathtaking combination of naturalism and poetry, with a philosophical and observant eye that prefigures many of the agrarian writings that, a few decades later, would take a stand and argue for the validity and the necessity of rural culture. Remarkably, this book is currently out of print. (But can be found cheaply here.)
Here's Robert Finch describing the Almanac in The Norton Book of Nature Writing:
The "moderns" that Donald Culross Peattie wrote for in his An Almanac for Moderns were a skeptical generation. They were the descendents of Darwin and Freud and the inheritors of World War I, who had seen "the trees blasted by the great guns and the birds feeding on men's eyes." … His deliberate choice of the archaic literary form of a daily almanac contrasted the stable natural order of the ancient philosophers and naturalists with the modern existential view of nature as soulless and purposeless. Its short 365 chapters not only pose many of the philosophical questions that have preoccupied contemporary nature writers, but also contain an informal survey of natural science and evocative observations of seasonal life.
In a technological and social moment when the "archaic literary form of a daily almanac" doesn't really seem that archaic, we're hoping to use this site (updated almost every day) to celebrate the work of Donald Culross Peattie–and to hopefully start a word-of-mouth campaign to give this author the new edition he richly deserves.
[Editor's Note: A new edition of Almanac for Moderns was published by Trinity University Press in 2013.]
[We are pleased to share that the American Bottom project has recently received a Divided City grant from the Center for the Humanities in Arts & Sciences, the Sam Fox School's College of Architecture, Graduate School of Architecture & Urban Design, and the Andrew W. Mellon Foundation. This generous grant will provide for an exhibition in the American Bottom in the fall of 2015 and for continued engagement and publications — along with a full interactive website on the American Bottom, which will launch in April of 2016.
We are also grateful to curator Nancy Zastudil and Bill Gilbert of the University of New Mexico Art and Ecology program for supporting an exhibition of photographs from the American Bottom Archive at the Central Features gallery.]
Art of the Rural recently launched Middle Landscape, a series of projects that combine releases of artistic and cultural material with digital work and on-the-ground action to facilitate a collaborative space that creates relationships between ideas, individuals, and communities. Today we are excited to share the American Bottom Project, one that will evolve over the course of many years and will connect across multiple fields and conversations.
Few regions in the United States exhibit a social and spatial fragmentation as extreme as that of the vast flood plains of the East St Louis region. As a coherent geographic interval stretching from the confluence of the Missouri and Mississippi rivers down to the confluence with the Kaskaskia River, this flood plain–known to geographers and anthropologists as The American Bottom–is site to the social and spatial aspirations of pre-contact Native Americans, 19th century industrial expansion, 20th century infrastructural consolidation, and 21st century ecological precocity. Yet this is a region defined less by its inherent ecological and geographical continuities and more by the industrial patterns that have effectively fractured this region into closed communities of extraction, production, and displacement.
The American Bottom is a landscape of interruptions and strange adjacencies – but also a living landscape, where sites of the familiar and the extraordinary continue to shape the social and spatial processes of the present. This project — a collaboration facilitated by Middle Landscape and The Institute of Marking and Measuring, with The Center for Land Use Interpretation, Preservation Research Office, and the Husbandmen design group — seeks to tell a political, spatial, social, and ecological history of The American Bottom by focusing on the cultural landscapes of this region.
One only needs to a run a finger down the length of the Mississippi to begin to uncover the complexity and variousness of this story. Alton was a flashpoint in the abolitionist movement (when the eastern banks of the river meant the difference between freedom and enslavement), the site of the final Lincoln-Douglas debate, and also the birthplace of both Miles Davis and James Earl Ray. A long red line on the ConAgra grain silos mark the height of the 1993 flood that submerged blocks of the city.
Moving south, we find the highest cluster of industrial suburbs in the country: a few include Wood River (built by Standard Oil), Alorton (formerly named Alcoa), Granite City (US Steel), and Sauget (formerly named Monsanto). While these company towns occur in great number, this region also features a number of municipalities that were dis-incorporated and subsequently razed when industrial owners withdrew. This appears most forcefully in National City, the former home of the National Stockyards; at its peak, this was the site of the largest hog processing facility in the world. All that remains now of National City is the National Stockyards Building and an abandoned playground (another spatial theme across the bottomlands).
These social and economic legacies converge in East St. Louis, perhaps the most misunderstood area in the midwest. Much of the political and economic challenges to the growth of East St. Louis are decades old, historically embodied in the most violent labor- and race-related riot of the twentieth century, in 1917, when white mobs infiltrated the city and murdered hundreds of its African American citizens. While the structural causes of the issues facing East St. Louis often go unexamined in the region, the city holds a rich cultural heritage stretching from the emergence of ragtime and jazz, through to modern architecture and innovative community projects sparking new forms of engagement.
As our finger might progress south, we find a transition from rural to urban already underscored by the rural diaspora who populated, and built, the industries and municipalities of places like East St. Louis. These connections stretch across cultures, geographies, and centuries. For instance, our finger might trace a line from Brooklyn, the first African American incorporated town in the U.S., to the Cahokia Mounds, once a city of 40,000 residents and now a UNESCO World Heritage Site. We might trace a line from the labyrinthine man-made cave system of the Rock City Business Complex (housing both the National Records and Archives Administration and, in the deeper cold storage facilities, the hops for Anheuser-Busch) to Valmeyer, a farming town submerged by the 1993 floods and subsequently rebuilt atop its neighboring bluffs.
Though these points of connection and divergence can be overwhelming, we find that a whole history of America can be told here—through the beliefs, hopes, aspirations, and failures of five centuries of civilizations. With the American Bottom project we will focus on the specificity of place and storytelling to access the what is at stake on a conceptual, historical, and local level.
Over the first twelve months of this project, we will reach out to new partners and audiences and deepen our engagement with the region, its people, and this cultural landscape. This autumn, in collaboration with the Center for Land Use Interpretation, we will create a project within their Land Use Database. Through this period we will welcome individuals and groups from the St. Louis area and beyond for guided tours and fieldwork excursions.
In concert with these collaborations, the project's focus will turn to the production of publications, recordings, maps, and additional events to further connect disciplines, cultures, and forms of community practice. Along the way, we will regularly share online images from the American Bottom Archive alongside pertinent news, readings, and links from this river landscape.


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Each incoming student is paired up with a Assistant Coach for Excellence and Success (ACES). These students will be your one on one connection to SUU and the Thunderbird family. For questions, please contact us
Each incoming student is paired up with an Assistant Coach for Excellence and Success (ACES). These students are upperclassmen who ensure all your university needs are taken care of. Your ACE will be helping you through your first year at SUU. Take full advantage of their experience, knowledge, and use them as a resource for any questions you might have
Fall Semester: Please fill out our T-Bird Takeoff Questionnaire (TTQ) . It should only take about 15 minutes to complete. Once you complete the TTQ, we will begin registering you for classes. We will email your fall semester schedule to you by July 1, 2016. We create schedules for students in the order we receive completed questionnaires, so we encourage you to fill it out soon. In order to receive this form, you must first pay your commitment fee/deposit.
Spring/Summer Semester: Please contact our Academic Advising office for registration deadlines and to schedule a meeting (in-person or by telephone) with your Student Success Advisor to discuss courses and you plan of action.
Refer to the Next Steps Checklist in order to know what you need to complete . If you have any questions, your ACE is working year-long to assist you. You can call or email them or if you have urgent questions call our main office at 435-865-8578.
Incoming Traditional Students are required to attend Thunder U. Orientation is required for all new students by policy 6.5, V.D. 11 of SUU Policies and Procedures. Students taking only online classes at SUU are exempt from attending orientation. Transfer students and Non-Traditional Students (over the age of 25, married and/or with children) need to contact the Non-Traditional Center if there are any questions about the schedule.
ACES are your personal mentor throughout summer and your first year of school. They will work with you in all aspects of your college experience and can answer any questions that you have. ACES work in the Sharwan Smith Center, Academic Advising office year round. In contrast, Thunder U Captains work under ACES during Thunder U to help mentor and guide incoming students. Captains are SUU students who are involved in a variety of campus organizations, typically related to your declared major.
You do not need to sign up in anyway for Thunder U! As long as you have paid your enrollment deposit and have been in contact with an ACE, you are already assigned a group. Your group of 10-12 will be based off of the ACE you are assigned and major.
By August 1st, you should receive an email notifying you of who your Thunder U Captain is, where you meet the first day of Thunder U, a Thunder U schedule, and other important information. If you get lost at Thunder U, there will be numerous Thunder U Captains and ACES to assist you as well as multiple help tents around campus. You can always call 435-865-8578 for help as well.
We will be posting a final schedule of Thunder U by August 1st. Until then, look forward to a full weekend of activities,valuable information, and connections!