While sales teams question actual business value, the disconnect between social media activity and revenue generation has become one of the most challenging pain points for modern B2B organizations.
But what if your social media strategy could do more than just generate likes and shares? What if it could become a genuine, revenue-driving machine that both marketing and sales teams celebrate?
In this recap of the episode of Social Pulse Podcast: B2B Edition, powered by Agorapulse, our Chief Storyteller Mike Allton talks with guest Jay Feitlinger about those questions. Jay is the founder of StringCan Interactive, a leading B2B marketing agency that has helped countless organizations bridge the gap between marketing efforts and revenue generation.
[Listen to the full episode below, or get the highlights of the Social Pulse Podcast: B2B Edition, powered by Agorapulse. Try it for free today.]
When did you realize that the traditional approach to social media metrics wasn’t serving those B2B companies that you were working with?
Jay Feitlinger: I guess to give us some context: I’ve been in this space for, my gosh, 25 years. I’m a dinosaur. And I’ve seen it all. I did actually start out working in the traditional marketing space doing TV ads, outside signage, and that kind of stuff.
And so I experienced early on this question you’re asking where organizations were focusing so heavily around the traditional side, and they’re thinking about brand awareness and not thinking about pipeline growth. And that’s what I’ve learned over the years.
What got me so excited about getting into digital about maybe—I don’t know, 18 or so years ago—is that they don’t care about awareness if it’s not driving the deals. And so my plan I’ve had for many years now is trying to find a creative way to help better align the marketing and sales team so everyone’s helping each other and focusing on the activities we do in marketing, having some kind of connection to revenue. So rather than going from a brand-building focus, it’s going to a revenue-driving focus all about supporting pipeline movements. And so I found that thinking about it from that point of view, obviously, leadership, C-Suite loves [those] kind of conversations.
But then I think it does open up the eyes not only to the marketing team but also the sales team—again, how can we work better together?
Share an example of a company where you’ve transformed their social media strategy from focusing on the vanity metrics to driving revenue
Jay Feitlinger: I’m not going to name the company. I’m sure that the CMO probably wouldn’t appreciate that, but I bet he’s listening to this. And so I’ll just give you a little bit of context about the organization. The area that we specialize in obviously is doing only B2B client support. And so, with that, from a social media perspective, as you obviously get the LinkedIn discussion is a very common one.
So what happened with this organization? They were—or they are—a large B2B healthcare company focusing more on the diagnostic side. And their marketing team was quiet—I would say, obsessed with LinkedIn engagement rates, how many followers did we get, all that kind of stuff. In our initial conversation with some of their leadership team members, the focus I noticed, again, this happens to me, our team all the time where they’re like, “What can we do to get more followers and connections and that kind of stuff?”
I decided to help them flip the script and think about it more or less about getting followers and more about interacting with their target accounts and [to] think about it from a sales enablement perspective. And then basically with that, both the marketing and the sales team should then be thinking about what they can do to deliver value, to help improve that engagement.
Again, I think, when you put it from the perspective of sales, it’s all about relationships. And so I think that from a sales team, they get that immediately where they’re nurturing opportunities to have those human interactions. And I don’t understand why, especially marketers, we don’t think about what we do in the same way. And so with this client, again, it took a little bit of convincing ’cause again, I think most organizations, a large UR those vanity metrics are really hard to not focus on. Once in a while, it feels good to pat yourself on the back that we got an additional 400 followers this past week.
And so with that client, we focused heavily on building the strategy for them and understanding their ICP (Ideal Client Profile). And then built out a content strategy around, “Okay, now how can we improve the engagement we have with your ideal targets to help push them down the funnel?” And in that client situation, again, it took probably a good solid eight or nine months to get everyone aligned and doing it the right way. And they had over a 40% increase in sales-qualified leads from LinkedIn. And then with that, because the leads came in so already highly engaged, they had, I think, about a 30% improvement in how they were moving deals through the actual pipeline.
Obviously, the sales team was super excited about that because it required a lot less than trying to warm up the lead discussions, and they earned the trust quicker from those prospects. But then obviously the marketing team got pretty excited because now they found a creative way to use this one tactic to help better align again their team and then the sales team.
So it’s one, we have a lot of examples like that, but it’s one of the ones I’m most proud about because it’s pretty typical how those conversations start again, back to what I mentioned before about the vanity metrics and just opening up people’s eyes to the possibilities of thinking about it in a different way.
What are the first steps to shift their social strategy now towards revenue generation?
Jay Feitlinger: Yeah, and to be fully transparent, this took me even some time to get over because I went to college for marketing, and I learned about how important it is for brand awareness—and I’m not at all pooh-poohing brand awareness. It’s very important, especially from a thought leadership side, but I already alluded to that.
Step number one: I spend a lot of time with our clients, helping with a mind shift, shifting their mindset. And so one of the things I would often talk about if I’m especially working with just the marketing departments is getting the marketing team to think like sales.
Instead of, again, how can we broaden our brand awareness? Instead, if we produce this marketing asset, like a content piece, how is it going to help move the lead, to generate a conversation?
And so that, I think, is the biggest step that I worked through. And again, obviously, the sales team loves it when I talk like that.
But the marketing team? I think it’s a little hard because if they’ve always lived in that marketing silo and had no one ever in a sales mindset, giving them that perspective, it’s challenging. Luckily for me, I worked for a very large computer company distributor early on in my career, and I got close with the VP of sales there. He’s the one that shook me hard and made me realize my only job as a marketer is to help generate opportunities for his team. And that really at first took me back by surprise, a little offensive it felt like. But then I’m like, “Wow, that’s a really good point of view.”
So then, once you have that in place, I just want to share a couple of other things real quickly. Once you have that mindset, think about it differently, then again there I alluded to that it’s all about the ideal client profile, and then think about it from the buying triggers perspective. So you’re thinking about who the ideal client is and then what social behaviors will indicate or imply buying intent. Now again here, obviously marketers are pretty good at this, where they aren’t too cutthroat. When they see the opportunity, they don’t immediately jump in and say, “Let’s get on a demo, and I’ll sell you my stuff.” But they do a pretty good job of thinking about it from a relationship perspective.
Then from there, track the lead, warm them up, and then provide for the sales team, sales-ready content. So they then could do some smart follow-ups with those leads and just nurture the opportunities there.
So, those are a couple of the steps that I start with. I have a ton more after that, but I think those are a good way to get the process started around how marketing teams can shift their focus around the revenue generation side.
For the marketers who want to create and build that bridge to sales, where should they get started?
Jay Feitlinger: Yeah, I probably have been in these conversations hundreds of times. And unfortunately, I’ve been brought in when things are a little heated. Yeah, and again, I don’t understand why this is still today a common problem and I’m impressed.
I want to look further into the way you talked about your organization and how you did that. That’s quite impressive and not very common, but I think for me it is: Stop doing the finger-pointing thing.
The opportunity that I’ve seen work the best for marketing people is speaking in the sales language.
So again, my experience, regardless of the type of company we work with on the B2B side is the sales team can care less about reach. And like the bandy things I talked about before, all they care about is revenue. So what I typically would recommend for the marketing people who are open to really wanting to improve this relationship with their sales department is to show them that you have their back.
I would recommend to the marketing people, “Look, not only would we benefit to hear from you, to help you know our job, to support you all on the demand generation and whatnot, but also for your benefit and your relationship eternally.” Maybe meet with the sales team and be like, “Hey, what’s your biggest frustration with marketing?”
My advice would be if you are open to that and you hear things that have legitimate opportunities before anything else. Fix that first because what I have found is that the larger the organizations that we work with, if there have been years of this finger-pointing internal nonsense, which is unfortunately very common, there is a lack of trust.
And the sales team is constantly complaining about marketing not driving their leads. And the marketing team is complaining about sales not handling the leads and so forth. So, if the marketing team could own the responsibility to start improving that level of trust by fixing the things that are preventing them from doing their best job, that could be huge.
And then I think once you have that in place, then I think it is showing them and proving the value that social media can make them money. And I mentioned that example without a client of ours. It’s interesting that the sales team there didn’t have a lot of insight into LinkedIn. They all had profiles, but they still thought about LinkedIn being a recruiting platform for finding a job. Now they get the value that their clients were on there, but they didn’t know how to use it. And so they just didn’t know what they didn’t know, so they didn’t do anything with it.
I think, again, if marketing team members could show hungry sales department team members, here’s a LinkedIn conversation we had, and here’s how you can take it from there, then they’re like, “Wow. Now I can see the value of this, and I’m like, also can see the value in why we even have a marketing department, because I’m not sure if you’ve heard that, but I’ve had unfortunately too many conversations with sales leaders that are like, I don’t even know why we even have a marketing department. They don’t do anything.” And it just kills me when I hear stuff like that ’cause I know obviously behind the scenes those people are doing a ton. They just don’t know how to present what they’re doing to deliver value from the sales team’s perspective.
So I would just say again, I’m trying to keep this brief: Those are, I think, two initial steps. You can do a ton more thereon, making it silly stupid, around that as far as automating some of this stuff.
But I think if you just start again, showing them you’re on your side and then proving to them how social media could be valuable and help their leads, I think that could be a great way to bridge that gap.
What are some specific metrics that marketing teams should be tracking to actually try to measure social revenue impact?
Jay Feitlinger: Yeah, I love this question ’cause even if I got that question from a client, I’m already excited because it means that they’re seeing the opportunity there. I am a big fan of not having dashboards that have 20,000 different things on them. I love the idea of having the KPIs, the key performance indicators, focusing on just a handful of items per department.
And so there are about five that we have found to help marketing, sales, and the leadership team that wants to know where things are at. Let me just briefly share those.
The first one, obviously, I already alluded to this one, is that social source pipeline.
And so again here, focusing on the social media side, because obviously, as we all know. It’s very time-consuming to do this, and I’ve seen too many executives want to give up on social media too fast because they just feel like it’s taken too long. And so I feel like here having a pipeline to attribute back opportunities to social media, I think that could be huge.
Then I think the second part there is from an influence perspective is which social media or social opportunities influence the deal? So you look at close ones where social played a role in warming up that lead. And so again, what we have found is that when you’re looking at first-step attribution versus last-step attribution, I think the world that we’re living in the last couple years, especially, things have changed so much, and it’s really hard to be like, “Ooh, Google Ads or LinkedIn ads got us all of our stuff. Let’s just put all of our emphasis, energy, and budget there.”
What we’re finding is that social media is playing a massive role in helping push down opportunities when the deal often didn’t originally originate from social media. So, again, that’s another area that we want to think about is when you’re seeing engagement happening with things like LinkedIn, you want to make sure that you’re somehow attributing that opportunity that came from, let’s say, a LinkedIn ad or a Google Ad back to how social media benefited you, which then on the third side is looking at it from a connection to conversation rate.
Again, as I mentioned before, I’m not big into the whole followers part, but this is where I’m thinking it’s a little bit different. I’m not saying it’s all about getting you more connections, but more about what percentage of those new connections turn into a sales conversation. That’s where I think it’s super exciting, taking that vanity metric and going one step deeper from a sales side.
And then the last two are ones that I’m not seeing being used very often.
So maybe this could be kind of a phase two, but I just want to share that one of the opportunities could be the direct messages, things like on LinkedIn. How many of those convert into a demo? So, again, here you want to think about it from that step perspective. I know a lot of organizations like to get the LinkedIn connection and then manually move over to email.
And I’m seeing, obviously, based upon the industry and the comfort level their ideal client has with LinkedIn, there is an opportunity where it makes sense to be looking at measuring the messages to book sales calls. And then last but not least, is the acceleration of the sales cycle.
Learn from leading B2B experts in every highlight of Social Pulse: B2B Edition.
So then I did that second thing. I mentioned how much faster those deals close when social media was involved. And where I find this to be a huge value is it allows the marketing team to help validate with their leadership team. I know that we’re spending a lot of time and money with our organization on the marketing side and now also the sales side on leveraging tools like LinkedIn.
But look how it generated X, Y, and Z. And if you could speak to the revenue side to help the executives understand that there is a benefit to this, it just unfortunately does take some time to nurture it. That’ll then give them the confidence that this is worth the effort to allow our team to invest the time and energy into this.
Are you including paid and organic, or how are you differentiating between those two different channels when you talk about the social pipeline?
Jay Feitlinger: Yeah. I’ll just focus on LinkedIn ’cause obviously it’s the easiest one, especially in the world that we live in. We do measure our organic versus paid. Again, for us, typically, writing a post, engaging in a group, whatever it might be. Anything from around that would be on the organic side, and we’re tracking that. Then we handle the paid side a bit differently.
Typically, how we would recommend to our clients to nurture a paid lead is quite different than the organic side ’cause, as we all know, a lot of people are getting smarter and smarter to know that, okay, I clicked on this via an ad, and so now I know I’m going to be sold to, and we have found, especially in the B2B side, that people’s guards are up a little higher if the lead came from paid.
And so what we typically would do for our clients on like the workflow side and think about processes, we would handle the flow a bit differently on the paid side just to try to increase the level of earned trust, whereas on the organic side there, they chose to come in and like the engagement and we don’t find that barrier to be as hard to overcome.
How are you connecting measuring the business impact of social media, particularly when using a lot of LinkedIn profiles?
Jay Feitlinger: It does depend a little bit on the client and the goals and objectives they have in place. But typically what we would do is once we have clarity and buy-off from everyone, marketing, sales, leadership, our team, etcetera on the ideal client profile, we then would investigate what organizations then would match that, almost like a dream client list. For those who are familiar with account-based marketing, we take that very seriously with our team because we have found that people are getting promotions or changing jobs.
It’s super sad to me when I see one of our clients working with only one contact at an organization that they’re considering a dream client. That person leaves, or whatever might happen, and then all of a sudden, they’re starting back from ground zero. And so what we basically, typically do then is, okay, let’s identify the companies that we feel have a pain point, a motivation, a need for our client’s offering. Once we have that in place, then what we’ll do is we will leverage on the company page all the key people that fit the role where we can, again, have our client best served.
And so with that, it’s a little bit similar to what I talked about with the last question, but one level deeper is once we identify the ideal clients, the dream clients, and we call those maybe the key accounts they want to go after.
We will recommend having separate monitoring of the interactions with those people. Because, typically, again, some of those dream clients might take an extra six to 18 months to close because they require a lot more dream nurturing and leveraging like an account-based, marketing kind of strategy engaging with the various different contacts there.
And then seeing how that’s all helping you develop an opportunity. That’s, I think, a really big one that ties into what we talked about a little bit before. And then, this one’s kind of a silly one, but I’m seeing this happening a lot depending upon the CRM system they’re using and a reporting system.
I’m pretty amazed at the disconnect often companies have where they have one system for monitoring their opportunities. Like HubSpot, we’re a HubSpot partner. So we do a lot of work with HubSpot, but if you don’t connect the dots between you making the posts and the opportunity, you don’t have any kind of tracking in place, then I think you’re going to not understand what’s working, what’s not.
So, for example, we do a lot of A/B testing with our clients on the social content side. Often, what we’ll do is we’ll add a very unique UTM-like tracking per content piece that works with whatever platform we’re using to help them monitor results. And so what we’ll say there is, okay, let’s look at the last 12 months. Look at the last, I don’t know, 500 posts we did in the last 12 months compared to the key accounts versus the non-key accounts and see what content is creating the best engagements and opportunities. And then obviously double down on that and do more of the things that are working well.
But I think just doing the spray and pray, which unfortunately we’re seeing a lot of organizations doing, and then the inconsistency of for one month, they’re excited about it, and then they spend, every day writing a post. And then the next month it’s, you know nothing. And so obviously, again, it requires a strategy.
Understand what you’re doing and why. Then make sure you’re coming back and tracking the performance so you can do a better job and enhance what’s working and then stop doing what’s not.
Mike Allton: I love that multi-threaded ABM (Account-Based Marketing) approach. That is definitely a way to go, particularly in this B2B environment, long sales cycles. To your point, you’ve got folks coming and going, particularly in this technology this timeframe that we’re at in terms of workforce. There’s a lot of movement going on. You can’t trust that the person you’re investing so much time in building a relationship with is going to be with the company in six months. And this is a good point for me to interject.
By the way, folks, if you’re listening and you’re not using Agorapulse, we’ll automatically add all those UTM parameters that Jay was just talking about on every link shared, even if it’s an individual personal LinkedIn profile that you’ve got in the system and you’re using that to send direct messages or leave comments.
All that tracking is going to be there by default, so definitely check that out.
Are there any specific pitfalls or challenges that you’ve seen companies encounter that we haven’t already talked about when they’re making this transition?
Jay Feitlinger: Oh gosh, this alone could be an hour-long discussion. Let me share a couple of the ones that I’m seeing happening very often. So I’m going to assume at this point. The organization sees a value in leveraging social media for the sales team.
And so one of the things that I’m noticing, unfortunately happening too frequently, it actually happened to me yesterday with one of our clients, is the sales team’s look, we’re too busy to do social media stuff. So we’re just going to pass that torch, and baton over to the marketing team, and they’ll do it for us.
And so in theory, there is some opportunity there, I think, where marketing could definitely play a role, especially with content and topics and trends and all that kind of stuff. But where I see a huge misstep is when marketing tries to own the social selling. Sales have to be involved in those conversations based upon what they’re finding is working well and not, and then being more agile around having those conversations.
Marketing people aren’t naturally wired and or responsible for taking the opportunity and pushing it down the funnel. That’s the job of sales, and so I would recommend it before you just. Have the marketing team be responsible for all of this and become basically part of sales. There needs to be a role and responsibilities conversation of, good to great, Collins as far as the right seat person, the right seat on the bus. So I do feel like that’s important.
The second one I do want to share, which I already talked about, is again, measuring the wrong stuff and when we talk with like our VPs of marketing or CMOs and our clients, and they’re still focusing heavily on engagement growth as like the main success metric in an appropriate way.
We basically make them aware that they’re missing the point. And obviously fixing that. Then number three I also alluded to a little bit is. I don’t understand why this is still going on in the, in, in today’s day and age, but I’m expecting immediate results. The social selling side is a relationship play. It’s not a quick hit, Google ad, or LinkedIn ad campaign. You have to think about it. Similar to if you go into a networking event, treat it the same way. Obviously, I know you get this from all people, but put that perspective in place where you want to think about it from a networking point of view, and you have to just naturally or appropriately handle that.
And then I think, two others we’ll quickly share. One is on this, on the sales side, they’re treating social media like it’s a cold email process. We have unfortunately had a couple of recent situations where we show the sales team the power of this so they can own the social selling. They get a bit too aggressive with it. And then start just completely spamming their contacts. And as we know, doing that on the DM side, it really kills the trust. We had an example where one of the sales leaders forwarded our team a screenshot of a situation where one of their dream clients responded back to one of their salespeople with a very negative comment.
And they showed us why there were like six or seven very aggressive, spammy DMs with never one engagement from that contact. And basically our client was like, how can we fix this? And I’m like, the damage is done. Let’s learn from it and move on. And then I think with that, which ties into it.
We’ve had to produce training and best practices, especially with LinkedIn. Just because a salesperson or leader has a LinkedIn profile like you alluded to maybe 15 minutes ago, it doesn’t mean they know how to use it to sell. And so we spent a lot of time our organization changing a ton about four years ago, we realized. We keep on talking about sales, but we aren’t helping the sales team. We’re helping the marketing team, then help the sales team, and the marketing teams are like, This is too much for us. We don’t understand how to explain this. And our team has a very good sales mind in place.
And so, typically we’ll build out. LinkedIn audits and LinkedIn training for their sales leadership and their sales team. So that way they’re following the best practices and doing it right and finding it to be a value to help them as one more channel to help nurture opportunities.
Who do you follow or what resources would you recommend folks turn to keep up with what’s best practices today on platforms like LinkedIn?
Jay Feitlinger: Gosh, I have a lot with this one also. I actually do want to answer with maybe a little bit around the foundational stuff. Hopefully, it’s becoming clear about how important it is. I feel like the psychology of relationships are. And so what I have found is I spent a lot of time with myself and my team.
We actually do like a monthly book club, which I love and every month we pick a different book and have a conversation about that. But typically, they’re very much about understanding psychology ’cause not only does it help us become better marketers, but it also helps us better understand how to help our client sales teams.
And I have a couple of suggestions around this. So I think, first and foremost the former CRO at HubSpot wrote an awesome book called The Sales Acceleration Formula, Mark Roberge, and he’s also got a podcast, and I love the kind of the way he presents. How to really scale revenue from a kind of a data driven marketing and sales alignment perspective. And so he’s definitely one that I would recommend not only to read his book but also to follow his content. I find it to be very inspirational. Another one of his approaches is unique, but his name is Keenan, and he wrote a book called Gap Selling. And so again, here, it’s all about getting it to the buyer’s head.
And then obviously again, this is a narrative that I think marketers especially could benefit from. And then Daniel Pink is one that I always have as a go-to. He’s been on our agency’s book club list a few times, but his book To Sell is Human it’s one that I just love because, again, it helps address the myth around sales only for salespeople. I think this was one of the books that I think got me the most excited with my organization. It was probably pretty pivotal because until probably four or five years ago, our agency was a typical marketing agency. We did a lot of really good work, very strategic, very much demand generation.
But when we started having those conversations with some of our clients, sales leaders, and realizing the value we could bring to help their team too, this was one of the books that we read that helped me think about it from a different point of view. So I would say those three people and their books are ones that I would recommend.
Obviously, we know on Slack there’s a ton of like groups like Revops, and I’m in way too many of these various different marketing and sales groups. But I just wanted to caution everyone because I’ve done a disservice to myself and my team. Sometimes I’ll just see all these shiny objects and start subscribing and signing on, and it’s just, it’s like drinking out of a fire hose.
And so I would just say. You have to walk before you run with some of this. And I think that if you could think about it from getting the foundational stuff in place first with, I think these three people, for example, once you feel like you have that under control, you have your marketing and sales team aligned and everyone’s supporting each other, then I would think phase two you can start getting into all the other shiny objects with various different Slack groups and LinkedIn groups and just really double downing on some of this.
But again, as you obviously know, there’s a lot of content out there. And unfortunately some of it I think is not always the ideal situation ’cause it might make you actually be, do things in an unhealthy relationship.
Looking ahead, how do you see the relationship between social media and revenue generation? How do you see it evolving in this B2B space?
Jay Feitlinger: I got a couple on this one too. So I already alluded to this one, and it goes again against a little bit what I mentioned earlier on, but what I’m noticing, and I think it’s just going to have to change because it, we’re still seeing the problem of that wholesaler is here and marketing is here, and all the finger pointing stuff, but the line between sales and marketing, I think it’s going to get very blurry.
What I think is going to happen is the most innovative or best B2B brands out there they’re going to have sales reps or sales leaders acting like thought leaders. And then you’re going to see marketing people driving the pipeline. Now, again, I’m not suggesting today the marketing team should be doing social selling, but something I think is going to really change where I think the best marketers are going to be excited about sales, and they’re going to find really creative ways to support the sales team and vice versa. I would say for our team our clients’ sales teams make our jobs easier because we’re constantly hearing from those departments. Here are the common questions and objections and issues we’re getting, and I’m like, Ooh, our thing. Or like one of our team members is like, that’s great content or great lead magnet stuff. So that’s one.
One that I’m noticing is obviously huge since obviously ChatGPT became mainstream is AI powered, social selling is going to explode. I think that one day we’re going to see that if you’re looking to buy a car or various different things you’re going to be engaging with an AI system. And so the, what I’m seeing today is there are a lot of companies out there that already have some pretty impressive products that have been out for a couple years now where they’re taking AI to become like sales agents where they’re real time looking at buying signals, and then they’re basically creating content in the voice of the person, the company, et cetera. So they’re on brand to make social selling faster, more targeted. I think, again, a lot of companies use various different platforms to automate some of this. And yes, you could be really smart about making it industry-focused and making it very relevant.
But the missed opportunities, ’cause it takes so much time, is, my client X at my dream, clients just posted about this topic or they’re attending an event. And if an AI system is plugged into that at a minimum, to make you aware of the opportunity could be huge. I think a third one is the owned audiences will become actually even more valuable than paid ads. We have clients that are spending six figures a month on paid ads because it’s almost like a drug. But the really smart brands are going to be like, okay, we are noticing the organic side its what’s generating us not only the highest quality leads but also converting the fastest.
And so, if we can find a way to invest not only in the business brand but also the personal brands and not put so much more and more into traditional ad spend, that could be huge. And then the last one, this is a prediction of mine. I don’t know if it’s going to happen, but I feel like LinkedIn has a significant opportunity, basically becoming the new CRM of some sort. I don’t know what they’re going to do there, but when we think about a business professional network, it’s obviously the go-to, and it’s just challenging how you’re building and nurturing that audience organically or also going to lose those opportunities.
And so I think LinkedIn’s going to have to do something around, working with you all closer, or there’s something going on there that I just feel like they’re going to need to think about. Because right now, the way the algorithm is set up, it does share with me often really good, relevant content.
But because of all of the headaches people have with getting spammed, it’s becoming a very negative thing where we have a lot of our clients who are like, “Our ideal contacts are just so tired of LinkedIn because every day they’re getting hundreds of just very spammy messages.”
And so I think if LinkedIn can figure out how to improve not only the algorithm on how they’re providing you content to consume, but they can also find a better way to handle and train people around treating it like a networking opportunity and not a spray-and-pray platform is, which unfortunately is too frequently happening today.
I think that could be a huge opportunity and one that I’m watching very closely.
Don’t forget to find Social Pulse Podcast: B2B Edition on Apple and drop us a review. And check out other editions of the Social Pulse Podcast like the Hospitality Edition, Agency Edition, and Retail Edition.
