Leading a Marketing Team at a Recruitment Firm.
In the last year, I began leading a Marketing Team in Recruitment. My role involves building the global marketing roadmap by planning, developing, implementing and managing the overall marketing strategy. I see the big picture of the company and help execute that vision through campaigns on multiple media platforms and online channels.
I am therefore the frontrunner when it comes to customer’s experience and engagement.With experience in working on consumer brands, this poses a unique and interesting challenge, One which I was excited about.
Leading a marketing team in recruitment is almost totally different from how marketing/advertising is done at agencies. Both forms of marketing should still take the core of what Marketing should do which is HELP. In this case, Marketing for recruitment is focused on helping the sales team do a better job in many ways. In the past year, I have been able to highlight three strategic areas where marketing aids the sales team in doing a better job.
The first strategic area is adding value to the brand by improving BRAND EQUITY. Brand equity describes the level of sway a brand name has in the minds of consumers, and the value of having a brand that is identifiable and well thought of. The aim is to increase the trust for the brand by creating positive experiences that entice consumers to continually engage with the brand. We improve brand equity in four ways;
1. Building awareness for the brand
2. Communicating what the brand means and what it stands for
3. Reshaping how consumers think and feel about the brand.
4. Building a deeper bond with the consumers.
All our marketing efforts are geared towards these four processes with the aim of adding value to the brand which results in brand loyalty and makes the job of each sales consultant easier.
The second strategic area is providing each consultant with tools and resources to sell better. Each consultant spends the bulk of their day selling to either clients or candidates. As a marketing team, we decided to make the process easier and faster by rethinking our content strategy. We grouped our content into two main areas which are internal and external. Internal content represents materials that help each team/consultant sell better. E.g brochures, case studies and materials that position each consultant better to sell. Our external content is really diverse but each content stands on the pillar of making each candidate or client better armed with information about the different sectors we play in. Our content ranges from video content, white papers, blogs and news information that positions us as thought leaders in the recruitment and energy sector while offering value to our audience.
Finally, the last strategic area is Process Marketing. Process is an important aspect of what we do at AVA Energy. We understand and are aware of the cost of customer acquisition and we know that our process is a key aspect of customer retainership. As a marketing team, we realise the importance of this and are spending a decent amount of time and resource in making sure both our internal and external process are easy to use and intuitive.
The past year leading this team had been exciting filled with many milestones and some setbacks. It has been an interesting one and I am looking forward to the next year with so many interesting projects in the pipeline and exciting content to roll out.
To many more years.
