Maria (Boux) Morganti Avatar

The Diary of a digital Journey

Tag: Digital Transformation

  • Persona Profiling in LinkedIn

    Persona Profiling in LinkedIn

    In today’s digital age, establishing a strong online presence is imperative for professionals and companies. Among the myriad of social platforms available, LinkedIn stands out as the most important platform for B2B purpose, with many possibilities of networking, professional development, and business contacts generation. With over 1 billion users worldwide, LinkedIn is the world’s largest professional network offers a vast pool of opportunities for connecting with industry peers, potential clients, and valuable resources.

    However, if a company wants to harness the power at its best from this platform, simply having a “presence” isn’t enough and, sorry to disappoint, having the official company page and posting random company-only updates is far from being enough.

    In this blog post, I’ll explore the significance of persona profiling on LinkedIn and how it can drive business success.

    LinkedIn Algorithm


    LinkedIn algorithm is specifically designed to connect individuals and not to bombard its users with content. Meaning that if other platforms wants you to see and be entratianed by as many post / reels / images as possible, LinkedIn prefers you to focus on knowledge and education, favouring the showing of possible new connections who might enhance your network in that sense. In this context the possibilities that your post might be organically shown to possible target customers is much lower than in other platforms (or through Google search for example).
    Even more so from 2023, when the company announced significant algorithm changes focusing to these two goals:

    • Surfacing more content that shares knowledge or advice
    • Strengthening connections among people who know each other


    Company vs Personal

    People simply don’t trust companies, rather people. This is true also online. Several studies confirm that sharing information through a personal LinkedIn profile drives 2.75x more impressions and 5x more engagement when compared to a company profile, despite having a follower base much lower. Company profiles are seen as windows of the companies and therefore mistrusted source of information or at best very promotional. Furthermore the company page is only one and can not always tailor the content for different stakeholders / target groups, leading to overload of not meaningful information. Therefore part of the marketing and communication plan of a B2B organisation should be to employ a robust strategy by enabling and empowering the employees to complement the company page’s organic and paid efforts.



    Digital Buyer Persona:

    Before diving into content creation and engagement strategies, it’s essential to develop a clear understanding of the target audience’s personas. A persona profile outlines the characteristics, preferences, and pain points of the ideal LinkedIn connections. This includes factors such as industry, job title, interests, challenges, and goals. This analysis and characterization goes beyond the simple definition of “attributes” such as “Job Title, function, Country, ..” but also mean understanding the behavior of the target users within the platforms, the preferences, how he/she consumes knowledge, their values and culture background and so on. By creating detailed persona profiles, companies can tailor content and messaging to address the exact specific needs and interests of the target audience segments.

    One important remark: in contrast with a “persona” (who is a fictional representation of the ideal customer and include also general information about the person), a buyer persona is a persona that specifically focuses on the decision-makers involved in the buying process. This includes only information related to the “final” step of the sales journey, so information as their role in the company, their decision-making process, and their objections have the highest priorities but they might not be the only ones to look at.

    LinkedIn Attributes:

    When crafting your LinkedIn strategy, it’s essential to consider the various attributes that define your target audience. For example, while some may be primarily interested in connecting with fellow executives or decision-makers, others may be seeking insights from industry experts or thought leaders. By understanding the nuances of LinkedIn’s user base, you can customize your outreach and engagement tactics to maximize your impact.

    Especially in LinkedIn the topic of attributes is quite tricky. There are many factors to take in consideration when selecting attributes of the target groups: for example, if we consider the Job Title – it could be written in many languages, it could be simplified or very detailed, it could be differently interpreted (Manager or Head) based on the company, might no be showing at all (many C-Level/Board) or could be by policy forbidden to explicitly mention the title but one can show the department.


    Since 2023 LinkedIn’s included “interest targeting features” with the aim to continue improving B2B ads targeting. The platform offers now more than 400 interest categories for campaign targeting, including services, products and general interests. Meaning for Social Media Managers of B2B companies being much more specific in the content and very precise and straightforward in the communication. Which is anyhow a best practice considering that according to research conducted by Microsoft, we have a shorter attention span than a goldfish. That is less than 9 seconds.

    Relevant Content for Target Groups or Pain Points

    Once the target audience personas have been identified, the next step is to create content that resonates not only with their interests and addresses but also their pain points. Whether it’s informative articles, thought leadership pieces, or engaging multimedia content, the key is to deliver value that solves the audience’s challenges or provides insights relevant to their industry or role.

    The content can serve different purposes:
    –

    • Educate the existing and prospect customers on a specific topic that might be very critical in the business area and requires high expertise and knowledge. With the overload of information and data, it is impossible to keep up with all what is going on in the world, even in your own business area. That’s why companies should play that role in the communication and being the “mentors” for their customers on the information they need to know. Studies, researches, market trends, insights, new technology…Even if not directly related to their specific products, companies are expected to be their customers “consultant”. This is the famous “added value”, especially in B2B. With commoditization of products, unless the lowest prices is your strategy, the only competitor advantage is your knowledge and credibility. I am still amazed that companies don’t realize how important it is to communicate exactly for this reason.
    • Entertain the audience with something light but still inherent the area, in order to keep in touch but without a specific goal, like educate or inform. It seems the opposite on what I wrote above but what I mean is some light entertaining content to keep the attention to the company and / or to stand out from the crowd is surely recommended. Nowadays we are all used to have just a little fun while we watch our social media, even if we don’t necessarily look for it and when that doesn’t happen, we tend to instinctively switch channel/platforms. That doesn’t mean completely turn all the content into funny cats posts or TikTok dances…It is an addition and it complements the most serious communication, that should be the vast majority.
    • Inform about company news, mainly to the existing customers in that follow the channel. This is what the LinkedIn Channels are most used for in B2B in my experience. Although there is nothing wrong with informing the audience about a trade-show participation or about a new product launch, we should not expect huge reactions also because even that the algorithm will not promote such type of content so much. For the reasons I explained above, people tend to believe more in people. That’s why for critical announcements I would always recommend spokespeople to be in the front seat and share it openly e directly from their own accounts.
    • Care to sharing more insights from the company in order to create trust. Several studies prove that In today’s dynamic business landscape, where consumers are more and more interested on how companies behave (especially in topics related to social responsibility), companies are expected to share more information. Among consumers, increasing visibility and the disclosure of information has always positive effects in the strengthening of trust.


    By consistently sharing valuable content, you can position yourself as a trusted authority in your field and attract the attention of potential clients or collaborators.

    Behavioral Analysis:

    Ultimately understanding the behavior of your target audience on LinkedIn is key to optimizing your engagement strategies. With more and more analysis tool you can now track how the target groups behave within the platform, for example what kind of pages they look at (company, ads, groups,….) or what time of the day they connect and for how long or even if they prefer to look at pdf or images. By monitoring these factors such as online activity patterns, content preferences, and engagement trends, you can identify opportune moments to connect and interact with your audience.

    Undoubtedly these are all very important things to keep in consideration. But in my opinion if I have limited time and resources (often the case in marketing teams for middle-size companies) and I have to decide between investigate the behavioral aspects of my target audience or train and encourage more internal people becoming the social experts and spokespeople for my company, I will all the time choose the second. People, even in digital, are always the most important factor and I will always priorize that. While behavioral analysis provides valuable insights, it’s the human element that truly drives meaningful connections and engagement. Investing in training and empowering your team to become knowledgeable and influential voices within the industry fosters authentic relationships and enhances the company’s reputation on LinkedIn and beyond. Ultimately, people remain the cornerstone of successful engagement strategies, both in the digital realm and in the broader scope of business operations.

    In conclusion, LinkedIn offers a big array of opportunities for professionals and businesses to connect, engage, and grow their networks. As a B2B company I would absolutely recommend to be in the platform and nurture the channel with constant content…But knowing that is not enough. Only through engagement of the people companies can unlock the full potential of this platform and achieve their business objectives.

  • My personal Tool-kit to drive the Digitalisation of Marketing

    My personal Tool-kit to drive the Digitalisation of Marketing

    * Cat Photo Disclaimer: apparently your content online is only open if you show adorable pet images, preferably featuring cats. So I decided to start photo shooting my cat and post it here, only to captivate more views and engagement, let’s see if that works*

    Today I want to present my strategy for navigating the complexities of modern marketing and a Tool-kit that I have used to pursue this transformation within different digitalisation projects.

    But before I want to quickly talk more about the “people” element in digital projects and how important it is to being “in love” and proud with what we do.

    Don’t get me wrong, this is not a post about how to fall in love with your company or how we should all be a “family” at work. No at all, I am very aware of having a real family and life and a professional one. But for the sake of archiving the goals we aimed to, we should really learn to work together, at best driven from the same mission. And we should really all love what we do and be 100% aware of why we are doing it.

    In my experience during the digitization or digitalisation processes, the need for constant intercommunication became particularly evident. Let’s consider how we communicate with customers, for example. Traditionally, marketing in B2B manufacturing companies relied heavily on personal interactions, as customers were considered valuable assets. This emphasis led to significant focus on activities aimed at maintaining good relationships and keeping customers satisfied and informed. The strategy revolved around nurturing strong relationships with key customers and further developing them through mutually beneficial connections. This approach ensured that industry development aligned closely with the needs of major customers, who relied on trusted partners to prioritize their requirements and ensure certain volumes or quantities.

    That is particular true in my experience during the digitization or digitalisation transformation processes. For example, let’s tak about how companies communicate with customers. In the typical scenario, marketing departments have multiple ways for engaging with customers that primarily occur on a personal level, recognizing existing customers as the most valuable assets in the company.

    This emphasis led to significant focus on activities aimed at maintaining good relationships and keeping customers satisfied and informed. The strategy revolved around nurturing strong relationships with key customers and further developing them through mutually beneficial connections. This approach ensured that industry development aligned closely with the needs of major customers, who relied on trusted partners to prioritize their requirements and ensure certain volumes or quantities.

    The companies across various industries continued to develop and innovate based on their main customers needs. The large customers would have counted on a trusted partners that were sure they would have kept prioritized their wishes and needs and would guarantee certain quantities / installations or deliveries. This is the model witnessed in many manufacturing B2B industries for the last decades. Actually a good model that would perform and keep the economy stable as in constant balance between customer – industry needs.

    However, with the advent of globalization and digitalisation, this model began to undergo significant changes. The effects were initially felt in the manufacturing and production sectors, with processes becoming more specialized and production outsourced. While this initially led to financial benefits, digitalization facilitated constant communication and increased transparency among producers of similar products. Consequently, industries (across various markets) began exploring partnerships beyond the traditional big manufacturers, opening up new opportunities.

    So the industry (again very broad sense, really in many different markets) was now finding the possibility to partner not only with the old “trusted” big manufacturer as they used it but it opened up a whole new world of opportunities.

    So, what did this mean for marketing and communication?

    It meant that newer companies / start-ups could adopt more agile marketing approaches, focusing less on long-standing customer relationships and more on innovative ways to find new partners. These newcomers are often smaller, younger, and characterized by a more flexible, rapid decision-making process. This shift initiated a wave of digital strategies that disrupted traditional marketing approaches that had been effective until recently.

    This evolution posed a significant challenge for larger multinational companies, which had to quickly adapt by adopting new ways of working, collaborating, and communicating with customers while maintaining established relationships and “old” ways to interact and keep them happy. This adaptation is particularly challenging given the same team dynamics and normally the same number of resources within the marketing / comm Teams.

    As we can understand, huge challenge. So how to approach this?

    This is my personal Tool-kit to support the digitalisation of marketing based on 3 Pillars:

    Digital Education – Central Framework and Local Outputs – Constant Intercommunication

    Digital Education

    It’s crucial to start educating marketing and communication teams about digital skills early on. Digital competencies are not innate. Therefore, ongoing education should be a priority, focusing not only on training sessions but also on explaining the rationale behind digital strategies during project collaboration.

    According to a study examining the effects of training and development activities on organizational innovation, the authors specifically suggested that “the training and development investments of an organization affect its innovative performance“
    Their research found that when companies invest more in internal training, it leads to better interpersonal relationships and organizational learning practices. As a result, this improvement in learning and collaboration boosts the company’s ability to innovate.  

    It is critical to start as early as possible to educate the marketing and communication team about digital skills. Those skills are not assumed and do not belong the classic marketing / communication background. Even recent graduates I bet didn’t learn how to code Jave or HTML websites nor how to build a Google Analytics tag manager. Although you might not need to be an expert in all areas, if you are now in marketing and communication and want to stay in this field of the next 10 years, you need to have a higher digital knowledge than other areas.

    Over the past two decades, marketing has focused primarily on customer care, excelling in this aspect. However, it cannot be assumed that they have also developed IT/digital competencies and skills during this time.

    But in my opinion, marketing and comm people are more than open and willing to learn. So part of the job in a digital transformation is to continue educate in every possible way. It is not only making the pople attending Trainings but using every occasions to explain why things work in the way they do, what are the mechanism and background behind as well as clarify questions and doubts.

    Central Framework and Local Outputs

    Companies should provide marketing and communication teams with centrally managed tools and platforms, ensuring proper setup, compliance, and security. This allows for creative freedom while maintaining centralized control and administration.

    This is what I call a “central digital hub Spot” where the platforms and tools are managed, properly setup, ensure that they are compliant and secure. Meanwhile the “users” can be creative and use them to produce their outputs the best way they’d like.

    For example:

    • Digital Asset Management (DAM) System: A DAM system centralizes the storage and organization of digital assets such as images, videos, and documents, making it easy for the marketing team to access and share content
    • Content Management System (CMS): A centralized CMS allows the marketing team to manage and update website content, ensuring consistency across all pages and sections.
    • Customer Relationship Management (CRM) Software: A CRM system centralizes customer data and interactions, enabling the marketing team to track leads, manage contacts, and personalize marketing campaigns effectively.
    • Social Media Management Tools: These tools allow the marketing team to schedule posts, engage with followers, and analyze performance across various social media platforms from a centralized dashboard.
    • Analytics and Reporting Tools: Centralized analytics platforms provide insights into marketing performance across different channels, helping the team measure the effectiveness of campaigns and make data-driven decisions.

    Constant Intercommunication

    Working together in large projects requires continuous updates and real-time assessment. The interconnected nature of digital projects means that every step is dependent on the others, making close collaboration essential. This level of interaction facilitates the identification and resolution of issues, leveraging diverse skill sets within the team.

    Why is this level of interaction so crucial? Well, for starters, digital projects often involve a series of interconnected steps. A delay or misstep in one area can have ripple effects throughout the entire project. Without constant communication and collaboration, identifying and addressing these issues becomes exponentially more difficult.

    Furthermore, the complexity of digital projects often necessitates diverse skill sets. No one person can possess all the knowledge and expertise needed to tackle every aspect of a project effectively. By working together closely, team members can leverage each other’s strengths, fill in knowledge gaps, and ultimately produce a more robust final product.

    But let’s not sugarcoat it—constant intercommunication isn’t always easy. It requires patience, active listening, and a willingness to adapt. Frustrations will inevitably arise, whether it’s a technical glitch, a missed deadline, or a difference in opinion. In these moments, having someone to talk to, bounce ideas off of, or simply vent to can make all the difference.

    So, how can teams foster a culture of constant intercommunication? First and foremost, they need to prioritize transparency and openness. Encouraging regular check-ins, brainstorming sessions, and feedback loops can help ensure that everyone stays on the same page

  • Rethinking the Direct Connection to C-Level in Marketing FOR SUCCESSFULL DIGITAL TRANSFORMATION: A Holistic Approach for Success


    I already talked about how the marketing activities and in general companies and their internal Departments are changing during this transformational time. Marketing plays a crucial role in this transformation, leveraging digital channels and technologies to reach and engage target audiences.

    By embracing digital transformation, marketing professionals can

    • enhance customer experiences
    • drive business growth
    • create new opportunities

    This requires a deep understanding of digital trends, adopting agile methodologies, and leveraging data analytics to optimize marketing strategies.

    This is why now it is more necessary than ever before to put Marketing (and all that is around it) at the C-level of an organisation. The importance of how your brand and company is perceived in the digital world is as high as the quality of your products. It is not a “nice-thing to have” rather a must of any organisation to build credibility and trust around them in the digital landscape.

    In this blog post, we will explore why a holistic approach, encompassing collaboration, data-driven decision making, external partnerships, leveraging internal data, and empowerment, is the key to achieving marketing success.

    Marketing&Communication as Strategic Functions

    While a direct connection to the C-Level has long been considered essential, it’s time to challenge this traditional belief. . Marketing is not just about executing campaigns or managing budgets. It is a strategic function that requires a deep understanding of customer needs, market trends, and competitive landscapes. Marketing professionals are responsible for crafting strategies that drive business growth and create long-term value for the organization.

    Collaboration Across Departments

    Marketing success is not achieved in isolation. It requires collaboration and synergy with other departments such as sales, product development, and customer service. By working closely with these teams, marketing professionals can gain valuable insights and align their strategies with the overall goals and objectives of the company.

    Data-Driven Decision Making

    In today’s digital age, data plays a crucial role in driving marketing success. Marketing professionals need access to accurate and timely data to make informed decisions and optimize their campaigns. This requires collaboration with IT and data analytics teams to ensure the availability and accuracy of data.

    External Partnerships

    Marketing is not limited to internal efforts alone. Building strong partnerships with external stakeholders such as agencies, influencers, and media outlets can significantly enhance marketing outcomes. These partnerships require active engagement and collaboration, not just a connection to the C-Level.

    Leveraging Internal Data

    The targeted utilization and linking of cross-departmental internal company data of all kinds will lead to significant competitive advantages. By leveraging advanced data analytics tools and technologies, companies can gain valuable insights from internal data, enabling informed decision-making and a competitive edge.

    Success Through Empowerment

    Rather than relying solely on a direct connection to the C-Level, marketing professionals should focus on empowering their teams and fostering a culture of innovation and creativity. By providing the necessary resources, training, and support, marketing leaders can drive success from within the department.

    Conclusion

    While a direct connection to the C-Level is important, it is not the sole determinant of marketing success. Marketing professionals must adopt a holistic approach that encompasses collaboration, data-driven decision making, external partnerships, leveraging internal data, and empowerment. By embracing this approach, we can navigate the challenges of the modern business landscape and achieve outstanding results. Let’s shift our perspective and unlock the true potential of marketing success.

  • Soft skills needed in the Digital Journey

    The first thing that comes into our heads around the notion of digitalisation and in general the digital world is not for “listening” or “convincing techniques”. Normally we think about which programming language we should learn, what tools we should master, what platforms we should use, not to mention the whole ai “buzz” now everywhere (no ai=useless nowadays) . Yet the importance of more “personal” skills tends to be overshadowed.

    Not very often I heard about needing other more “personal” skills in relation to the success of a digital journey implementation. But ultimately, people are the primary stakeholders in any digital journey. The success of the implementation revolves around on whether they embrace and adopt the tools and processes developed. Ignoring this crucial aspect can lead to failure, as evidenced by the closure of digital startups, with people cited as the primary reason for their demise.

    Just today I read about the fail of a “digital” start-up where the CEO mentioned “people” as the first reason for its failure. He also mentioned that before having a finished product, he should have started with talking with the people first and understand their real needs. And this is exactly what I also learned in my professional experience. It doesn’t bring anything to have a perfect and ultra performing tool or platform if this is not needed or worse hated from their users.

    In my professional experience, I’ve learned that certain “personal” skills are paramount when transforming old processes into digital ones or creating new ones. Here are the skills that, in my view, are essential:

    Listening, listening and again listening


    Absolutely, I am 100% sure about listening in the first place of this list. Before diving into any initiative, it’s crucial to engage with colleagues, understand their workflows, and inquire about their current practices. For instance, again from my own experience, when we had to transition from paper forms to digital devices for collecting contact information at events (like trade-shows), instead of starting with what tool we can use, which device are compatible,… the initial question should have been: “How do we traditionally welcome customers during a physical event?”

    Asking this question helps uncover essential details such as whether each salesperson needs an individual device, if a touch-screen for attendees is more suitable, or if having a dedicated person to record information centrally is the better option. Just knowing how the Team usually interact with customers during events lead to understand if a direct collecting in our smartphone even could be a possibility, since they might be too busy talking to them or maybe they might prefer a quick scanning at visit cards and later on include eventual further information.

    These insights are only accessed through open discussions and the exchange of information. By actively listening to the team’s input, we can accurately identify the specific requirements that need to be addressed. This collaborative and communicative approach ensures that any digital implementation aligns seamlessly with existing practices and meets the actual needs of the team.

    Be Patient and Repetitive


    Assuming that a single training session or one email is sufficient for a successful digital implementation process is either living in another universe or indicative of no experience in such projects. Achieving comprehensive learning takes repetition – approximately 10 times to solidify one full understanding. It’s not a reflection of lacking skills or laziness; rather, it’s a reality that individuals juggle various tasks and challenges in their professional lives. They might not immediately apply what they’ve learned due to the demands of their roles.

    Expecting users to recall everything from a training or webinar, especially when they try the tool much later, sets the stage for frustration and disrupts the learning experience. It falls on us to be the constant support, reiterating, explaining, and training repeatedly. A positive approach, delivered with a smile and gentle guidance, is key. What may seem obvious to those immersed in the digital realm every day can be challenging for occasional users to remember. Patience and repetition become the pillars of ensuring a smooth and effective learning experience.

    Flexibility is your best friend

    Sometimes what I had in mind was very far from reality. For example I once created a perfect funnel that started from and adv in social media, followed by a series of email and ending with a 1:1 meeting with an expert.

    However, reality struck hard – the social media ads weren’t reaching the right audience, the landing page went largely unnoticed, and the expected clicks simply weren’t materializing. The entire funnel came to an unexpected halt. Internally, the follow-up process faced hurdles due to a lack of information among the experts.

    In hindsight, a major misstep was expecting our target audience to react precisely as we envisioned, not accounting for their actual behavior. I fully own up to this oversight; as digital experts, it’s our responsibility to ensure actions align with real habits rather than being overly theoretical. The key lesson here is to stay prepared for quick and frequent adaptations. Flexibility is crucial in the digital realm, where changes in strategy may be necessary to align with the audience’s actual responses rather than our anticipated reactions.

    Positive and Enthusiast no matter what


    We’re bound to face numerous challenges along the way, with significant pushback and criticism from various stakeholders. This is not surprising, considering human nature tends to resist change and new things. The fear stems from a potential loss of control over tasks and a reevaluation of one’s role in the process. People might feel redundant, especially if their responsibilities shift due to the implementation of new tools. Skepticism is also expected, as past experiences with various digital tools, some successful and others not, might breed doubt.

    In navigating these pitfalls, our role as “digital drivers” becomes pivotal. We must show and keep unwavering confidence, positivity and assurance that the changes we’re proposing are not only right but necessary. Reassuring our team that the new ways of working are well-founded and beneficial becomes a crucial aspect of steering through the uncertainties.

    Master convincing Technics

    The last critical skill for today, which I believe is indispensable, revolves around what I previously referred to as “convincing techniques” or the principles of influence. These serve as highly effective strategies for persuading and gaining the cooperation of others. This becomes particularly crucial when introducing new tools or altering processes that may initially demand more effort, risking resistance if not convincingly presented. Even if such changes are mandated from the top, success hinges on ensuring that the users are not just informed but actively brought on board. Mere decisions won’t suffice; it requires a hands-on approach, ensuring everyone feels heard and valued.

    Several influencing techniques prove valuable in this endeavor:

    1. Appeal to Emotions:

    • Engaging individuals passionate about technology, positioning the change as a revolutionary leap forward. It’s vital to be cautious, as excitement may wane if the novelty factor diminishes over time.

    2. Logical Reasoning (“Added Value”):

    • Clearly articulating the benefits the new process or features bring—whether increased efficiency, boosted sales, or other improvements. It’s crucial to consistently highlight the ultimate goals and the positive outcomes.

    3. Social Proof and Fear of Missing Out:

    • Staying informed about industry trends, learning from others, and sharing those insights within the organization. Creating a sense of urgency by looking beyond our immediate context and observing competitors. A robust network is essential for obtaining such information, as it often relies on word of mouth or connections.

    In essence, successful implementation goes beyond decisions; it requires creating a narrative that resonates emotionally, demonstrating the tangible value through logic, and staying informed through a strong network. This approach ensures not only acceptance but active participation in the envisioned change.

    Disclaimer: Images are generated through ai by the tool Canva