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5 Tips to Maintain Advertisers During COVID-19

1. Urge advertisers to resist the impulse to pull ads

While you want to be understanding of an advertiser’s impulse to cancel in light of the current situation, it’s wise and fair to counter that impulse with a few initial tactics. Remind them that “when times are good, you should advertise, and when times are bad. you must advertise.” They may be under the impression that everyone is canceling, so give an honest account of your advertisers who are maintaining their schedules. If they see others pushing forward, it may alter their decision. 

If they do decide to pull, work to provide advertising credit rather than a cancellation to maintain revenue in the current budget cycle. If their decision to pull is based on a cancelled event or perception that print advertising is landing in empty offices, emphasize the current spike in online traffic, and:

  • Illustrate the impact of your publication’s digital edition 
  • Work to move them into a digital platform
  • Work to redirect budget marked for event exhibit and sponsorship into advertising with a message centered on the expanded reach potential

If they must cancel due to pulled budget, handle the situation with understanding and let them know that you will follow up with a proposal to establish visibility again in the market as soon as it makes sense to do so.

2. Encourage advertisers to adjust their messaging

Reinforce how their audience might perceive them disappearing in the face adversity versus pivoting into messaging that acknowledges the crisis and demonstrates that they’re still present and engaged. Let them know that their audience will likely appreciate it and that it could better position them for recovery.

3. Be sensitive to advertisers’ needs

This is perhaps the most important item on this list. You maintain and build advertiser trust and solid relationships by providing real solutions, and now it’s more important than ever to do so with empathy and a positive eye on the future.  

Listen to your advertiser or prospect. If their actions are based on a fear of appearing callous or a perception that advertising is wasted, then help them recalibrate their messaging and understand the benefits and impact of maintaining a presence in a market where the audience is consuming more content.

4. Offer support through this period

In addition to being sensitive to your contact’s needs, it’s a good idea to practice what you preach in terms of maintaining engagement. Stay in front of your advertisers, sponsors, and prospects with messaging not meant to close a deal but instead to check in. Let them know you understand that things have changed and new challenges have come up, but that you are flexible in the face of adversity and can provide new solutions to meet those challenges.

5. Attract them back after the crisis is over

While remaining proactive and thorough, track your losses and understand the optimal timing to reengage. Have a proposal ready. Use examples of the competition getting back in the game. Above all, be ready to come back—and to help your advertisers come back—stronger than ever.

Want to discuss additional tips? I’m here to help.

ART DIRECTOR

Association Solutions

Position Location: York, PA

Hours: Full-Time, Monday – Friday | 8:00 AM – 5:00 PM, Other hours as needed.

Scope:  As an essential visual communicator, the Art Director plays a pivotal role in conceiving and designing sophisticated and compelling creative projects in print and digital formats. This seasoned professional serves as an inspired creator and collaborator, adept at working independently or collaboratively to produce engaging design for a wide range of association industries with diverse member types. Reporting directly to the Creative Director, the Art Director upholds and exceeds the highest standards of technical and design excellence across member communications. Success in this role requires the individual to actively mentor design team members and effectively communicate directly with the client in writing and in meetings.

Essential Functions 

The position exists to perform the essential functions as outlined below. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  • Oversee and run superior creative projects from client kickoff and research to final deliverables.
  • Direct daily and weekly activities with Creative Director to ensure deadlines are met and the end product exceeds client expectations.
  • Participate in and evaluate strategic and analytical planning where appropriate.
  • Collaborate with the Creative Director, VP Member Communications, Developer, Senior Art Director, Graphic Designers, and Account Managers, ensuring that industry standards are not only met but surpassed.
  • Participate as a member of the YGS Associations Solutions team in planning, developing, and delivering new business pitches.
  • Works with the Creative Director on budget management and time estimates.
  • Lead the integration of new technologies and digital tools for content delivery and help to impart knowledge to the team. Act as a driving force for innovation, inspiring others to adapt and embrace emerging trends in the field.
  • Uphold strict adherence to schedules set by Account Managers, demonstrating an exemplary approach to time management to help foster a team culture of efficiency and productivity.
  • Actively engage in meetings, taking a pivotal role in discussions involving clients and in sending proofs to clients.
  • Ensure the quality and timeliness of creative content and encourage team members to contribute valuable insights.
  • Lead by example in presenting ideas clearly and concisely, ensuring that concepts are communicated with precision and impact.
  • Demonstrate resilience and adaptability to change and transitions. Encourage a positive mindset towards change, encouraging others to navigate uncertainties with flexibility and creativity.
  • Play an important role in updating tasks in Webvantage, setting a positive example for others with efficient time logging and task management. In server organization, set an example by ensuring meticulous organization of files and folders, and guiding team members in maintaining a systematic approach.
  • Demonstrate thorough preparation for weekly meetings, not just personally but by encouraging a culture of preparedness within the team.
  • Guide the finalization of work for digital and print production, ensuring the highest quality and accuracy, imparting to other team members valuable insights for flawless execution.

Education:

  • A high school diploma/or GED equivalency is required.
  • A four-year bachelor’s degree in design, advertising, or communications is preferred.

Skills & Experience:

  • Have at least two years of experience as an Art Director and four years in a Senior Graphic Design role, or the equivalent.
  • Apply effective principles and techniques of design, including print and digital publications, web design, and other fixed and reflowable formats.
  • Establish and maintain a reputation for innovation and creativity.
  • Stay informed of the latest creative trends.
  • Maintain knowledge of production skills.
  • Apply the latest techniques in new media and technology.
  • Understand and apply text edits from clients with an eye for detail.
  • Mastery of Microsoft Office products on Mac and PC platforms, Adobe Acrobat, InDesign, Illustrator, and Photoshop.
  • Knowledge of pre-flight and printing specifications.
  • Teamwork and collaboration—give full attention to detail, team, client meetings and discussions; ensure accuracy and understanding of expected tasks and objectives.
  • Excellent communication skills— Strong writing ability with command of appropriate grammar, style, vocabulary, and proofreading ability. Demonstrates confident and articulate public speaking and presentation skills in live and remote virtual environments.
  • Strong organizational skills—demonstrates a systematic approach in carrying out assignments to lead and keep project delivery on target. Great attention to detail. 
  • Ability to multi-task—manages multiple tasks at one time; quickly and accurately shifts attention among multiple tasks under distracting conditions without loss of accuracy or appearance of frustration.
  • A valid driver’s license and reliable transportation are required.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • This is approximately a 90% sedentary role with the balance of time required interacting or helping with internal and external customers. 
  • The position will require the ability to speak, convey information clearly and effectively, hear, listen, and interpret information accurately, see, sit, bend, stand, stoop, push, pull, lift, lower, and grasp, as necessary. 
  • The position may occasionally lift to 20 pounds and regularly lift 10 pounds. 
  • The ability to match or detect differences between colors, including shades of color and brightness. 
  • The ability to see details at close range (within a few feet of the observer).
  • This position works in a temperature-controlled office environment.
  • Must adhere to safety protocols.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

ASSISTANT BINDERY OPERATOR

Print Solutions

Position Location: York, PA

Hours: Full-Time | First Shift – 7:00 AM – 3:00 PM, other hours as needed

Scope: The individual in this role is responsible for assisting the lead bindery operator in the set-up, adjustments, operations, and maintenance of the bindery equipment.

Essential Functions

This position exists to perform the essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions.

  1. Assist the lead operator in the set-up of each job as directed. 
  2. Assist in making the necessary adjustments to and operating of the bindery equipment as instructed.
  3. Assist with the maintenance and inspection of the equipment as scheduled.
  4. May assist in operating a variety of bindery equipment such as folder, stitcher, cutter, and automatic adhesive binding machine (perfect binder) which is fed collated sheets, or signatures.
  5. Assist in performing such functions as vibrating, milling, roughening, gluing, covering, and delivering or stacking completed books, magazines, or other completed products.
  6. Maintain a high degree of motivation and morale, departmental, and inter-departmental cooperation.
  7. Maintain and comply with policies, procedures, and practices related to bindery operations and job duties.
  8. Follow all required safety procedures such as PPE, ergonomics, chemical hazards, etc.
  9. Perform job in a manner that protects the health and safety of all employees.
  10. Participate in required training as scheduled.
  11. Assist with general housekeeping of the facility related to the bindery operations.

Education:

  • A high school diploma or GED equivalency, is required.
  • Associate’s degree in print operations and communications, or related field, preferred.

Skills & Experience:

  • Basic knowledge of bindery fundamentals and bindery operations is required.
  • Prior bindery experience with the same or similar equipment is preferred.
  • Knowledge of equipment capabilities to assist the lead operator in running the jobs successfully preferred.
  • Ability to read and understand job specifications required.
  • Understanding of routine operational maintenance of equipment preferred. 
  • Ability to follow instructions to perform tasks as assigned.
  • Ability to follow safety requirements while carrying out assignments in an assigned time frame.
  • Ability to maintain a fast pace and work with a sense of urgency.
  • Basic computer skills preferred.
  • The ability to read a ruler is required.
  • Mechanical aptitude is a must.
  • Initiative and problem-solving skills required.
  • Excellent oral and written communication skills required.
  • Strong organization and time management skills required.  
  • Flexible team player.
  • Ability to work collaboratively.
  • Valid driver’s license and reliable transportation are required.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • The individual hired for this role will be required to stand for the entirety of their shift.
  • The individual in this position needs to move around inside the manufacturing areas to complete work as assigned. The individual works in the manufacturing area regularly.
  • Regularly operates a computer and press equipment as assigned.
  • Position may operate additional equipment such as hand truck, pallet jacks, etc., as needed to move materials within the work area.
  • Lift 20 pounds regularly and up to 50 pounds often. 
  • May carry weight, lift (to a height of 3–4 feet), transfer, position, or remove materials up to 20 pounds regularly.
  • The person in this position frequently communicates with coworkers, to complete work assignments. Must be able to exchange accurate information in these situations.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted, as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

ACCOUNT ANALYST

Corporate Technology

Position Location: York, PA

Hours: Full-Time, Monday – Friday | 8:00 AM – 5:00 PM, Other hours as needed.

Scope:  The YGS Group builds eCommerce websites in the custom printing space. The Account Analyst will collaborate with a team of developers, project managers, and technical account managers to build the eCommerce sites and to maintain product offerings on these sites. A successful candidate will be able to bridge the gap between YGS customers, internal teams, and third-party vendors through excellent communication, documentation, and collaboration. The Account Analyst will be assigned to a group of client accounts and will regularly engage with clients to ensure that the site functionality and products are up to date and meeting the needs of the client.

Essential Functions

This position exists to perform essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  1. Planning & Scheduling:
    • Creates meeting agendas, leads client meetings, supplies meeting notes, and manages action items related to the meeting notes.
    • Works directly with appropriate staff in technology and business areas to understand business needs and project concept objectives and approach; takes an assigned project from original concept through final implementation.
    • Acts as a subject-matter expert in cross-functional teams to provide recommendations on new initiatives or projects.
    • Writes and manages business and technical requirements, interviews stakeholders, and conducts effective facilitation sessions with multiple stakeholders.
    • Reconciles information received from multiple sources and creates detailed business requirements that meet the business needs within the scope of the initiative.
    • Compares the present state of the business with a conceptual and desired future state and provides gap analysis.
    • Gathers and documents business requirements.
    • Transforms client needs into well-defined business requirements; collaborates with technical teams to create functional design requirements.
    • Understands complex topics and translates them into diagrams (i.e., context workflow activity) and documentation using standard tools (e.g., Word, Lucid Chart, Excel, etc.)
    • Creates and maintains documentation as required for technology processes.
    • Communicates all schedules, material, quality, and delivery of information to the customer promptly.
    • Tracks project progress and provides updates to impacted parties.
    • Communicates new system functionality and assists users in understanding implications.
  2. Process Design and Improvement:
    • Participates in continuous process improvement projects to develop efficient business processes and workflows.
    • Ensures proper implementation of improved processes within and outside of software systems.
    • Works with technology partners, functional and business systems analysts, customers, and vendors on complex projects to coordinate system enhancements.
    • Analyzes existing processes, tools, systems, or databases and makes recommendations for development, improvement, or simplification.
  3. Testing:
    • Conducts/coordinates with technology developers to test system fixes, new releases and enhancements, changes, and implementations to ensure functionality and user acceptance.
    • Conducts end-to-end testing on applications and technology to ensure that business technical and functional requirements are being met.
  4. Standards and Practice
    • Determines and fulfills customer requirements, including those not stated in the contract or job specifications. Clearly articulate and isolate in-scope and out-of-scope elements.
    • Ensures accountability and compliance with all current and applicable state and federal laws, company policies and procedures, rules, and regulations.
    • Follows the safety rules, regulations, and procedures pertaining to their assigned duties and responsibilities, which could include systems operations and/or other employees.
    • Performs other duties, as assigned.

Education:

  • A high school diploma/or GED equivalency is required.
  • Bachelor’s degree in information technology, computer science, or a closely related field.

Skills & Experience:

  • At least two years of experience in information technology as a business analyst or similar role, (including designing and documenting requirements, detailed process flows, and performing quality assessment and assurance functions) OR an equivalent combination of education and experience.
  • Excellent oral and written communication skills, as well as outstanding relationship-building, analytical, and organizational capabilities.
  • Able to prioritize the workload in a fast-paced environment.
  • Expertise with business-specific applications and systems such as Jira, Confluence, or similar applications.
  • Experience in problem resolution and comfortable with risk and decisions. 
  • Experience with both waterfall and agile workflows.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • Lift up to 10 pounds regularly and 20 pounds occasionally.
  • Travel, including possible overnight stays.
  • The person in this position frequently communicates with coworkers, customers, and business partners to complete work assignments. Must be able to collaborate and exchange accurate information in these situations.
  • Must communicate through active listening and converse with others to receive and relay information as needed.

To apply, submit your resume to careers@theYGSgroup.com. Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

ACCOUNT EXECUTIVE

Publisher Solutions

Position Location: York, PA

Hours: Full-Time, Monday – Friday | 8:00 AM – 5:00 PM, Other hours as needed.

Scope: The Account Executive manages and helps develop strategies to grow assigned accounts, according to client and company goals and objectives. For some accounts, co-sells with another YGS Account Executive based on a territory or other metric. Collaborates with VP Sales, Marketing Manager, Account Managers, and other stakeholders to develop and implement sales and marketing strategies that foster existing advertiser retention and growth as well as develop new advertisers for YGS media and event sales customers.

Essential Functions

This position exists to perform essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  1. Research supplied leads to understanding how their company fits as a potential advertiser for YGS’s client. Research new leads based on existing advertiser base and industry trends.
  2. Complete daily, proactive outreach via phone and email to new and existing buyers.
  3. Complete proposals, sales contracts, and other paperwork and provide copies to the account manager, Accounting, clients, and or other divisions, as necessary.
  4. Log all prospecting and account maintenance activity in YGS’s CRM.
  5. Update CRM and research new contacts if it is discovered that existing leads are no longer valid.
  6. Work with each buyer to develop a multi-channel and multi-touch marketing plan and assist in determining campaign ROI.
  7. Communicate with buyers regarding ad copy, deadlines, special issues, and promotions.
  8. Monitor billing and collection status of accounts.
  9. Participate in account sales update calls with clients to report on progress toward YTD and annual goals, new/lost business, and any recent victories and challenges.
  10. Proactive education on each client’s industry trends and competitors.
  11. Travel to client and industry events, national or international, as needed or requested, to network with association clients, represent client products, facilitate in-person meetings with buyers, and secure contracts.
  12. Adhere to production deadlines for publication and other media products and events. Assist with post-sales asset management or communication if the production team is unable to reach the advertiser or upon request.
  13. Communicate with the design team on requests for ad design, placement, and changes.
  14. Collaborate daily with an account manager to ensure proper execution of advertising and event contracts.
  15. Review and approve ad placement in digital publications that YGS produces for clients.
  16. Communicate regularly with an account manager and marketing manager to ensure proper execution of internal and account marketing initiatives.
  17. Attend and participate in one-to-one meetings, team meetings, and company-related meetings and events, as assigned.
  18. Keep the manager informed of developments and trends with the client and industry. Perform and report on prospecting efforts that are requested by the manager.

Education:

Skills & Experience:

  • Excellent oral and written communication skills, as well as outstanding relationship-building, analytical, and organizational capabilities, are necessary.
  • Experience in licensing/media/advertising (or relevant) sales, with a proven track record in managing and growing accounts within an established territory and/or account(s).
  • Experience working and logging activity in a CRM is required.
  • Flexible team player who learns quickly can work independently, has outstanding prioritization skills and a proven ability to multi-task, and works well under pressure.
  • Proficient in Outlook, Word, Excel, and PowerPoint.Excellent customer service and relationship-building skills are required.
  • Ability to maintain a fast pace and work with a sense of urgency.
  • Valid driver’s license and reliable transportation are required.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

DELIVERY DRIVER – WAREHOUSE ASSOCIATE

Position Location: York, PA

Hours: Full-Time, Monday – Friday | 8:00 AM – 4:00 PM, Other hours as needed.

Scope:  Reporting to the Director of Logistics within the Production Solutions department, the warehouse worker/delivery driver prepares loads and secures, transports, and delivers customer shipments, materials, and supplies in a timely and safe manner. This position is responsible for the management of trailers in the yard, the oversight of inventory and waste, the preparation of packing slips and other related paperwork, and the maintenance of a safe vehicle in compliance with all government regulations. Receiving material following established procedures and distributing material throughout the plant, the warehouse worker/delivery driver interacts effectively with external and internal customers.

Essential Functions

This position exists to perform the essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform essential functions.

  1. Receives shipments in accordance with procedures.
  2. Distributes materials throughout the plant.
  3. Prepares shipments, packing slips, and other paperwork.
  4. Prepares and secures loads, completes transport, and delivers loads on time.
  5. Jockeys’ trailers in the yard, as needed.
  6. Inspects vehicles and equipment for safety issues and schedules repairs.
  7. Performs routine preventative maintenance of equipment according to schedules.
  8. Maintains a safe work environment collectively with the team by keeping all aisles and walkways clear and work areas and vehicles free of debris and potential hazards.
  9. Adheres to and promotes all safety policies and procedures including, but not limited to, the proper handling of hazardous waste, lockout/tagout rules, hearing, eye protection, and related policies.
  10. Supports all 5-S and lean initiatives, as required.
  11. Maintains a high degree of motivation, morale, and departmental and inter-departmental cooperation.
  12. Maintains and complies with policies, procedures, and practices relating to warehouse and delivery operations.
  13. Participates in digital and in-person meetings and conferences, as needed.
  14. Positively communicates information and responds to questions from team members and customers in a timely manner.
  15. Participates in and satisfactorily completes all required training programs for the assigned position.
  16. Reacts to change productively.
  17. Handles essential duties, as assigned.

Education:

  • A High School Diploma or GED equivalent, is required.

Skills & Experience:

  • At least two years of experience in a similar role is preferred.
  • Multi-stop, local pick-up, and delivery experience are a plus.
  • Must have a good knowledge of the local area and interstate system.
  • Knowledge of state and local safety rules and regulations, and rules of other jurisdictions, for operating vehicles.
  • Knowledge of the height, width, length, and weight of a vehicle and the ability to judge overhead and side clearances, turning radius, braking distance, and the safest distance to be maintained from other vehicles.
  • Knowledge of defensive driving techniques, including the skill to recognize developing hazardous road and traffic conditions and the judgment to select alternate routes to avoid potential problems.
  • Capable of manipulating controls for starting, stopping, backing, and driving a vehicle in all types of traffic and road conditions.
  • Ability to adjust driving methods to the practices of the surrounding traffic to avoid accidents and to transport cargo and passengers safely.
  • Must have a valid driver’s license/commercial driver’s license and a clean driving record (annual MVR check is required).
  • Must be certified on forklift use, as the position may operate additional equipment (such as hand truck, pallet jacks, etc.) to move materials within the work area, as needed.
  • Knowledge of and ability to load shipments properly onto the vehicle, using appropriate tie-downs (such as chains, binders, or straps) for transit on public roads at highway speeds or under similar driving circumstances.
  • Ability to recognize developing maintenance problems when conducting an operator’s inspection of assigned vehicles and to report technical problems to the manager.
  • Proficient in Microsoft Office, Word, and Excel.
  • Knowledge of shipping systems.
  • Regularly operates a computer as assigned.
  • Able to work overtime in support of the workload, as needed.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • Stand for long periods to complete warehouse duties.
  • Sit for long periods of time while driving to complete deliveries.
  • Carry, lift (to a height of 3–4 feet), transfer, position, weigh, or remove materials up to 20-pounds regularly. Lift to as much as 70-pounds, occasionally.
  • The internal environment is considered to contain medium to high noise levels.
  • The internal environment is temperature-controlled.
  • The external environment is regularly exposed to extreme changes in temperatures, weather conditions, and traffic conditions.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

COMMERCIAL PRINT ESTIMATOR

Position Location: York, PA

Hours: Full-Time, Monday – Friday | 8:00 AM – 5:00 PM

Scope:  This position is responsible for all cost-estimated activities in accordance with the rules and policies of The YGS Group. The position assesses data for the purpose of determining the financial, time, materials, and labor costs of each project. Frequently prepares cost estimates on a variety of work that is primarily transactional/routine/repetitive and on occasion complex and may require the comparison of multiple options, to build a cost estimate. Receives and clarifies specifications and pursues any missing information, as needed, to complete the estimate. Utilizes pricing tools to build and generate pricing estimates based on scenarios that will best fit the customer’s needs. Reviews historical quotes on renewals and updates pricing to current costs.

Essential Functions

This position exists to perform the essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  1. Gathers details and compiles data to estimate production costs according to specifications for existing and new customers.
  2. Will assist, as needed, in securing projects.
  3. Receive job specifications from source to ensure that the information needed to build an estimate has been provided.
  4. Pursue missing/incomplete information required to price a job.
  5. Considers raw materials, labor, equipment, tools, and transportation when building the estimates.
  6. Review historical estimates to determine the new estimate.
  7. Reanalyze projects and post-manufacturing costs.
  8. Work with manufacturing on new, complex, or unique opportunities to ensure projects can be produced in-house.
  9. Engage sourcing, as needed, for work that requires outside vendors to produce and establish a cost basis for estimating.
  10. Enter specifications into pricing systems/software to build pricing scenarios.
  11. Make selections to best match the customer’s delivery requirements and offer the best pricing options.
  12. Complete alterations to scenarios to offer customers multiple options.
  13. Make process recommendations for improving the management and receipt of specifications.
  14. Follows all required safety procedures such as, ergonomics, hazards, etc., and performs job in a manner that protects the health and safety of all employees.
  15. Maintains organization and cleanliness of work area.
  16. Performs other related duties and participates in special projects, as assigned.
  17. Works additional hours as needed.

Education:

  • Bachelor’s degree in mathematics, Statistics, or Physical Sciences is helpful, but not required.
  • High School Diploma or GED equivalent, required.

Skills & Experience:

  • Minimum five years of related experience in a commercial print, manufacturing environment, with multiple concurrent projects complementary to the duties of the job OR demonstrated ability to meet the job requirements through a comparable number of years of work experience.
  • Minimum two to three years’ project management experience preferred.
  • Prior experience with cost estimating systems and software required.
  • Broad knowledge of general administrative/manufacturing operations, procedures, and knowledge of job-specific processes to successfully execute and complete the more progressive/complex duties of the job.
  • Possess proficient knowledge of cost systems and rates.
  • Knowledgeable of characteristics of products which are most profitable.
  • Knowledgeable in the print and production fields of offset printing, digital printing, and wide format printing, finishing, and bindery.
  • Basic knowledge of all aspects of prepress, press, bindery, fulfillment, and distribution processes and methods.
  • Proficient knowledge of Microsoft Office, order entry software (EFI PACE or comparable), basic desktop publishing, QuarkXPress, PageMaker, Freehand, Illustrator, Photoshop, and PDF.
  • Basic knowledge of file preflight (i.e., does the file have bleed, is it the proper size).
  • Requires knowledge of multiple functions or areas of the business with which there is frequent contact while completing daily work assignments of the job.
  • Knowledge of computer hardware and software, including applications and programming relevant to the position.
  • Knowledge of technology to include computers and software programs such as MS Office, and other programs specific to the job to complete duties successfully.
  • Proficient in MS Office products.
  • Knowledge of the structure and content of the written language including the meaning and spelling of words, rules of composition, and grammar.
  • Knowledge of administrative and clerical procedures and systems such as word processing, managing files and records, and other office procedures and terminology.
  • Knowledge of principles and processes for providing customer services, including meeting quality standards, and evaluating customer needs and satisfaction.
  • Must be detail-oriented and accurate.
  • Verbal and written communications.
  • Versed in print processes and best practices.
  • Excellent customer service, project and time management, and computer skills required.
  • Strong verbal, written, and intrapersonal communication skills.
  • Ability to follow company policy and understand any rules or regulations governing the work being completed and the impact work has on department or company.
  • Ability to learn new software quickly.
  • Able to use logic and reasoning to identify the strengths and weaknesses of alternative solutions, conclusions, or approaches to problems.
  • Able to maintain a professional demeanor and positive attitude while approaching work proactively.
  • Able to work effectively in a high-volume environment and manage multiple, competing priorities effectively.
  • Able to work outside of normal business hours to accommodate business needs, when required.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • This is approximately 90% a sedentary role with the balance of time required interacting, collaborating, and communicating with internal and external customers.
  • The individual in this position needs to move about inside both the office and manufacturing areas to access files, communicate with teams, and other individuals, assist in operating machinery, etc.
  • Regularly operates a computer and other office machinery, such as a calculator, copy machine, and computer printer, as needed.
  • The person in this position frequently communicates with coworkers, customers, and business partners to complete work assignments.
  • The position will require the ability to communicate, speak, hear, see, sit, bend, stand, stoop, walk, push, pull, lift, lower, grasp, as necessary.
  • Carry weight, lift (to a height of 3-4 feet) transfer, position, move, materials up to up to 20 pounds, regularly and up to 50 pounds occasionally.
  • This role requires you to use personal protective equipment such as safety footwear and hearing protection, when working in the manufacturing environment.
  • Some travel may be required to attend meetings and events, as assigned.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

VP INFORMATION TECHNOLOGY

Technology Solutions

Position Location: York, PA

Hours: Full-Time 8:00 AM – 5:00 PM, Monday – Friday

Scope

The VP Information Technology will oversee the application – planning, development, implementation, maintenance, and security of the company’s information technology, online infrastructure, systems security, and processes. The position will develop, plan, and implement an information technology strategy that meets the company’s business needs, delivers optimal return on investment, and maintains utmost security. This position determines and formulates policies, procedures, and provides overall direction for information technology resources within the guidelines set up by the core leadership team. This position will provide consultative services and governance related to information technology to the various business entities of The YGS Group family of companies.  Plan, direct, and coordinate the operational activities at the highest level of management with the help of subordinate executives and staff managers. This position reports to the President and will serve as a member of the Senior Leadership Team (SLT).

Essential Functions

This position exists to perform the essential functions of the position satisfactorily. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

Planning

  • Actively participates in defining the strategic direction of the company.
  • Identifies and recommends modern technologies and services that will improve efficiency, processes, and operations; reviews requests for additional services and upgrades, assessing the costs and benefits to the organization.
  • Establishes long-term information technology needs across the organization and plans strategies for developing systems and acquiring the software and hardware necessary to meet those needs.
  • Facilitates preparation of project plans and proposals, outlining project objectives, information technology requirements, and analytical and programming staffing requirements for proposed systems.
  • Provides governance and consultative support as top-level contact in determining information technology requirements and/or solutions across the various company entities.

Leadership

  • Plans and determines appropriate staffing levels to ensure adequate support of business operations.
  • Recruits, interviews, hires, and trains management and professional-level staff within the information technology department.
  • Provides ongoing leadership of the information technology team. 
  • Oversees the schedules and responsibilities of the information technology team and ensures adequate coverage and end user support across multiple locations, and shifts.
  • Develops and implements onboarding and training plans for associates to ensure they successfully acclimate to their position within the organization.
  • Ensured team members have opprotunities for continued education; and are well positioned to maintain pace with technological advancements in support of company operations and strategic direction.
  • Conducts quarterly performance evaluations that are timely, constructive, and representative of team members contributions.
  • Collaborates and identifies ways information technology can assist the company in achieving business and financial goals, coordinate activities and resolve problems. 

Operations

  • Oversees the daily operations and ensures the effective and efficient use of the information technology infrastructure, systems, and resources across the organization, so that prompt modernization and upgrades of various technologies and systems are performed as needed.
  • Ensures the integrity and reliability of computerized information systems, communication systems, and office systems including the security of data acquired and stored.
  • Ensures that IT and network infrastructure adequately support the company’s computing, data processing, and communications needs. Implement corrective action plans to solve organizational or departmental problems as they arise.
  • Coordinate cyber security controls around all internal infrastructure, systems, processes, end users, etc.
  • Oversees projects and assignments within the Information Systems (IS) department. Communicates goals, projects, and timelines of the company to the department; plans ways to execute those goals within the department.
  • Analyze operations to evaluate performance in meeting objectives or to determine areas of potential cost reduction, program improvement, or policy change.
  • Negotiate or approve contracts or agreements with vendors or other organizational entities. Synchronize vendor management around applications, networks, telecommunications, help desk, at all company sites.

Financial

  • Prepare budgets for approval, including those for funding or implementation of programs.
  • Prepare or present reports concerning activities, expenses, budgets, government statutes or rulings, or other items affecting businesses or program services.
  • Analyze operations to evaluate performance of a company or its staff in meeting objectives or to determine areas of potential cost reduction, program improvement, or policy change.
  • Approves the purchase, rent, lease, license, or other acquisition of hardware, software, or services needed to meet company needs.

Risk Management

  • Actively participate in acquisition due diligence to ensure risk is controlled.
  • Request and oversee forensic analysis in response to cyber security threats.
  • Ensures compliance with government and other industry regulations that apply to information technology, data security, and business operations overall.
  • Interpret and explain policies, rules, regulations, or laws to enable decision making which protects the interests of the business.
  • Directs and coordinates professional services such as systems analysis and design, feasibility studies, and programming of information, communication, and automation systems.
  • Will also serve as a member of the organization’s compliance team.
  • Performs other duties as assigned.

Education

  • Bachelor’s degree in business administration, computer science, or information technology, or related field, required.
  • Master’s degree in relavant field, preferred.
  • High school diploma or GED required.

Competencies

  • Leadership.
  • Ethical Conduct.
  • Personal Effectiveness/Credibility.
  • Performance Management/Coaching.
  • Agile.
  • Strategic Thinking.
  • Business Acumen.
  • Project Management.
  • Financial Management.
  • Technical Capacity.
  • Problem Solving/Analysis.
  • Communication Proficiency.
  • Team Orientation.
  • Customer/Client Focus.

Management Responsibility

  • This position does manage others.

Knowledge, Skills, and Abilities

  • Knowledge and application of business and management principles involved in strategic planning, resource allocation, leadership technique, production methods, and coordination of people and resources.
  • Knowledge of relevant information technology systems and equipment, policies, procedures, and strategies to promote effective security operations for the protection of the organizations people, data, property, and facilities.
  • Knowledge of SOC 2 Compliance, HIPAA Compliance, best practices in Vendor Security, and Incident Response Management.
  • Knowledge of cloud based, data access and sharing software such as Microsoft SharePoint.
  • Experience with Azure, AMS, or other cloud service providers.
  • Experience with VMware, Windows AD environments, storage networks, DHCP, and DNS.
  • Knowledge of Linux, Windows, and Mac operating environments.
  • Knowledge of relational database management system software, database reporting software, user interface and query software.
  • Knowledge of document management software such as Adobe Systems, Adobe Acrobat.
  • Thorough understanding of information technology best practices and their application.
  • Skilled in identifying complex problems and reviewing related information to develop and evaluate options and implement solutions.
  • Solid judgement and decision-making skills.
  • Versed in negotiations of business contracts.
  • Establishing and maintaining effective working relationships with other department staff, management, vendors, and clients.
  • Effective project management skills, ability to manage multiple, high profile, competing projects.
  • Strong management, coaching, consultative, and leadership skills.
  • The ability to work under pressure, manage resources and timelines effectively, maintain composure, and reasoning.
  • Excellent ability to conceptualize long-term business goals and develop orderly processes to accomplish those goals.
  • Ability to convey technical information in an accessible and understandable manner.
  • Analytical, ability to problem-solve, and troubleshoot technical and business issues.

Physical Requirements

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • This position is stationary 80-percent of the time.
  • Position works in office areas regularly. Temperatures are regulated through systems.
  • The individual will regularly operate a computer and other office machinery, such as a calculator, copy machine, and computer printer as needed.
  • The person in this position frequently communicates with coworkers, customers, and business partners to complete work assignments. Must be able to exchange accurate information in these situations.
  • This position frequently communicates with members of cross functional teams, and internal and external customers. Must be able to exchange accurate information in these situations.
  • Must communicate, listen, hear, speak, converse with, and/or convey information as needed.
  • Must see, detect, determine, perceive, identify, recognize, judge, observe, inspect, estimate, and assess information as needed.
  • May carry weight, lift (to a height of 3–4 feet), transfer, position, or remove materials up to 20 pounds regularly, up to 50 pounds occasionally, occasionally, and up to 70 pounds, infrequently.
  • Will use feet and legs to climb stairs, on occasion ladders/lifts, balance, ascend, and descend as needed to complete work assignments.

Travel

  • Valid driver’s license and reliable transportation required.
  • Periodic travel may be required to attend work related conferences, client meetings, and other YGS-related events, as needed.
  • This position may require occasional distance travel and overnight stays of approximately 10% of total hours to attend conferences, and industry events whereby YGS is attending, presenting, or exhibiting.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

SCHEDULING & PLANNING ASSISTANT

Print Solutions

Position Location: York, PA

Hours: Full-Time

Scope: This position is responsible for assisting in all planning and scheduling activities in accordance with the rules and policies of The YGS Group. The Scheduling and Planning Coordinator assesses data to determine the necessary finances, time, materials, and management. This position also controls, plans, coordinates, reports, expedites, and monitors the workflow and materials within or between departments according to the production schedule. Duties include reviewing and distributing production, work, and shipment schedules, conferring with department managers to determine progress and completion dates, compiling reports on work progress, creating, and distributing weekly overtime reports, and holding schedule meetings to update Production and Account Managers. This position is shared with another employee with a similar skill set so that each employee can plan jobs and schedule activities over a daily designated number of hours exceeding an 8-hour shift. The position reports to the Director of Production Control.

Essential Functions

The position exists to perform the essential functions as outlined below. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  1. Will be responsible for the daily outsourcing scheduling and creation of purchase orders to complete a work order.
  2. Purchase orders created in accordance with all YGS requirements and specifications of job and estimated cost.
  3. Update schedule reports and work with managers to meet the schedules required.
  4. Changes in cost related to the estimate of work performed will be sent to the Account Manager for review. A change order will be created and sent to the customer and accounting. Repeat work may cause the estimates to be updated to cover additional costs.
  5. Backup scheduling, planning, coordinate, and control printing processes for all production departments within Production Solutions when the scheduler is out due to vacation, time-off, illness, etc.  Will also work daily with the scheduler in assisting as needed.
  6. Review documents, such as production schedules, work orders, and staffing levels to determine human resources, material requirements, and/or material priorities. 
  7. Hold daily morning schedule meetings with production managers and account managers to share status updates or changes in schedule. 
  8. Distribute production schedules, and/or work orders to departments. 
  9. Schedule and confirm order specifications and coordinate adjustments, as needed.
  10. Available to answer scheduling issues 24/7 and provide updated schedules when necessary. 
  11. Compile data or documentation and prepare regular reporting, as assigned. 
  12. Work with other production departments and customer service departments according to the scale of the work-in-hand.
  13. Confer with department supervisors, or other personnel to assess progress and discuss needed changes. 
  14. Will have a comprehensive knowledge of production techniques that accurately and economically produce products according to customer requirements.
  15. Works with purchasing agent to schedule the delivery of materials needed to meet the production schedule.
  16. Other duties as assigned.
  17. Additional time as needed to meet the demands of the business.

Knowledge, Skills, Abilities & Experience

  • A minimum of two years’ on-the-job experience and training, required.
  • Prior experience in a high-volume print production environment; understanding of materials, production processes, quality control, costs, and other techniques for maximizing the effective manufacture and distribution of goods, required.
  • Experience in the business and management principles involved in planning, resource allocation, production methods, and coordination of people and resources, within a commercial print environment, required.
  • Knowledge of arithmetic, algebra, geometry, statistics, and their applications, required.
  • Demonstrated knowledge of USPS regulations and Domestic Mail, required.
  • Expertise in Microsoft Office; Word, Excel, Outlook, required.
  • Knowledge of EFI – Pace system, a plus. The ability to communicate information and ideas in writing so others will understand.

Education

  • High School Diploma, or GED equivalent, required.
  • Bachelor’s degree in business administration, Print and Graphic Communications, or related field, preferred, and/or an equivalent combination of education, training, and on-the-job experience required.

Competencies

  1. Leadership
  2. Judgment and decision making
  3. Problem sensitivity
  4. Analytical thinking
  5. Stress tolerance
  6. Attention to detail.
  7. Cooperation
  8. Dependability
  9. Integrity
  10. Oral expression
  11. Oral comprehension
  12. Written comprehension

Management Responsibility

  • This position does not manage others.

Work Environment

  • This job operates in a professional office environment that is temperature-controlled and subject to low noise.
  • This job operates in a manufacturing environment on an as-needed basis, which is temperature-controlled and subject to high noise. While in this environment safety footwear is required.
  • This role routinely uses standard office equipment such as computers, phones, photocopiers, scanners, fax machines, and filing cabinets.

Physical Demands

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  1. Ability to lift to 20 pounds regularly and up to 50 pounds occasionally.
  2. The ability to identify and understand the speech of another person.
  3. The ability to speak clearly so others can understand you.
  4. The ability to see details at close range.
  5. The ability to see details at a distance.
  6. This position requires the use of hands and fingers regularly.
  7. This position requires sitting, standing, walking, bending, stooping, climbing stairs and/or ladders, pushing, pulling lifting and, or lowering objects, regularly.
  8. This position requires the use of common protective or safety equipment such as safety shoes, glasses, gloves, hearing protection.
  9. This position is exposed to sounds, noise levels that are uncomfortable, regularly.
  10. Valid driver’s license required.

Travel

This position may require occasional travel and overnight stays of approximately 5% of total hours to attend conferences, industry events whereby YGS is attending, presenting, or exhibiting, or to travel to additional worksites.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This job description is not intended to and does not create an employment contract. Employment with the Company is At-Will, as the organization maintains its status as an at-will employer. This description is not intended to provide an all-inclusive list of duties, but to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Additional functions and requirements may be assigned by the manager, as deemed appropriate. When duties and responsibilities change and develop, the job description will be reviewed and is subject to change. The YGS Group is an Equal Opportunity Employer.

BINDERY OPERATOR

PRINT SOLUTIONS

Position Location: York, PA

Hours: Full-Time | Third Shift 11:00 PM – 7:00 AM, other hours as needed

Scope: The Bindery Operator is primarily responsible for effective setup, adjustments, and operation of the Stitcher, Cutter, Folder, and/or other bindery machines that may contain multiple functions and station capabilities, such as bindery and finishing units that process printed sheets into final products, including books, catalogs, manuals, directories, magazines, and mailers, as scheduled.

Essential Functions

This position exists to perform the essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  1. Read, analyze, and interpret run tickets and understand job specifications.
  2. Set up, adjust, and operate flatbed cutter, stitcher, folder, and/or other bindery machines to process printed sheets into the final product.
  3. Make the necessary adjustments to coordinate the multiple workstations on a single machine, as needed.
  4. Feed, stock, move, jog, arrange, unload, and rotate items on/off bindery and/or finishing equipment in accordance with operating instructions or under the guidance of a bindery operator or supervisor.
  5. Identify and troubleshoot equipment, as needed.
  6. Monitor quality, output, and productivity. Assure the quality of the finished product.
  7. Inspect equipment for safety issues.
  8. Perform routine maintenance according to PM schedule.
  9. Positively communicate information and respond to questions from team members.
  10. Complete appropriate forms relating to job tickets: stock description, quantity, unit of issue, and the labeling requirements for incoming and outgoing materials.
  11. Keep the area clean, organized, and safe.
  12. Support all 5-S and lean initiatives, as required.
  13. Participate in regularly scheduled staff meetings.
  14. Participate in and satisfactorily complete all required training programs for the assigned position.
  15. Adhere to and promote all safety policies and procedures including, but not limited to, the proper handling of hazardous waste, lockout/tagout rules, and hearing and eye protection policies.
  16. Perform other duties as assigned by management representatives within the scope of responsibility and the requirements of the job.

Education:

  • A high school diploma or GED equivalency, is required.
  • Associate’s degree in print operations and communications, or related field, preferred.

Skills & Experience:

  • Minimum of five years experience in the industry operating flatbed cutters, stitcher folders, and other various bindery equipment in a fast-paced, high-volume printing environment, required.
  • Prior folder, stitching, and cutting experience necessary to perform the full range of standard and specialized finishing operations of printed materials, required.
  • Able to feed, stock, move, jog, arrange, unload, and rotate items on/off bindery and/or finishing equipment in accordance with operating instructions or under the guidance of a bindery manager.
  • Able to read and interpret written work orders or other job specifications containing bindery requirements that indicate the number and sequence of machine operations required to complete the work and to maintain dimensional accuracy in accordance with the instructions provided.
  • Able to set up and operate bindery machines to perform the full range of standard and specialized finishing of printed materials to complete a combined finishing product.
  • General knowledge of the more complex bindery machines (i.e., fully automatic binding machines (perfect binders), multiple station collators, and multiple folding units, either individually or combined) to perform the full range of standard and specialized folds of printed materials.
  • Knowledge of the quality and machining requirements of various coated and uncoated types of paper stock.
  • Able to add, subtract, multiply, and divide, and calculate distances, clearances, and fits in combining machines.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • Able to stock, move, jog, arrange, unload, count, and rotate items on/off equipment in accordance with operating instructions or under the guidance of an operator or supervisor.
  • Able to stand for the duration of the shift, as assigned.
  • Able to walk about for extended periods.
  • Able to interpret information effectively, listen, speak clearly, and communicate effectively.
  • Able to ascend and descend stairs and/or ladder, bend, stoop, twist, reach, push, pull, lift, lower, and grasp, regularly.
  • Able to frequently lift to 20 pounds and occasionally lift to 50 pounds.
  • Able to maintain good attendance.
  • Able to be flexible with schedule to include working overtime in support of the workload, or working a different shift, as needed.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted, as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

MAIL MACHINE OPERATOR

Position Location: York, PA

Hours: Full-Time | TBD – Second Shift 3:00 PM – 11:00 PM or Third Shift 11:00 PM – 7:00 AM

Scope: Following rules and regulations, this position accurately prepares, and processes printed materials for distribution through the USPS. Duties include but are not limited to addressing, affixing postage and wafer seals, and using various high-speed machinery.

Essential Functions

This position exists to perform the essential functions. Reasonable accommodations may be made to enable individuals with disabilities to perform the essential functions.

  1. Reviews incoming mail lists and mailing instructions for accuracy and completeness.
  2. Resolves issues with mail lists and discrepancies with mailing instructions, as instructed.
  3. Sets up equipment for efficient operation.
  4. Ensures mailroom production is available as needed.
  5. Uses mailing equipment to process printed material according to schedule, quality, and productivity needs.
  6. Ensures mail is prepared according to postal regulations pertaining to zip sorts, traying, bagging, bundling, and tagging.
  7. Sets up and runs ancillary mailing equipment, as needed.
  8. Keeps accurate and detailed records of quantities mailed domestically and internationally, as required for proper postal permitting.
  9. Keeps mailing equipment in good working order and performs maintenance on a regular basis.
  10. Protects the health and safety of all employees by following all required safety procedures.
  11. Assists with general housekeeping in the mailing area.
  12. Maintains a professional demeanor and an enthusiastic attitude.
  13. Other duties, as assigned.

Education:

  • High school diploma or GED required.

Skills & Experience:

  • At least one year of experience as a mail machine operator in a high-volume print manufacturing environment, is preferred.
  • Prior experience operating machinery in a high-volume manufacturing environment, is preferred.
  • Knowledge of all aspects of mail processing operations and methods.
  • Knowledge of materials, production processes, quality control, costs, and other techniques for maximizing the effective manufacturing and distribution of goods.
  • Knowledge of machines and tools, including their designs, uses repair, and maintenance.
  • Knowledge of relevant equipment, policies, procedures, and strategies to promote effective operations for the protection of people, data, and property.
  • Excellent time management and machine operator skills are required.
  • Skilled in problem resolution and decision-making.
  • Skilled in establishing and maintaining effective relationships with internal stakeholders.
  • Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.
  • Adjusting actions in relation to others’ actions.
  • Controlling operations of equipment or systems.
  • Ability to work proactively, understanding and applying logic to decisions.
  • Ability to work in a high-volume environment and manage multiple competing priorities effectively.
  • The ability to adjust the controls of a machine quickly and repeatedly to exact positions.
  • Must be able to communicate regularly in person and through written means and understand and exchange accurate information.
  • Must be able to work outside of normal business hours to accommodate business needs, when required.

Physical Requirements:

Physical demands described here are representative of those that must be met by an associate to successfully perform the essential functions of this job.

  • Operates a computer/laptop and other office productivity machinery, such as a calculator, copy machine, computer printer, and phone system.
  • Needs to move around the manufacturing environment frequently.
  • Must be able to stand 100 percent of the time.
  • Must be able to stand, reach, push, pull, lift, lower, stoop, and bend.
  • Transfer, lift, and/or reposition materials weighing 30 pounds regularly and up to 70 pounds occasionally to a height of 3-4 feet.
  • Reaching includes extending hand(s), finger(s), and arm(s) in any direction.
  • Finger dexterity; using primarily just the fingers to make small movements such as picking up small objects, or pinching fingers together.
  • Grasping; using fingers and palm on an object.
  • Talking; especially where one must frequently convey detailed or important instructions or ideas to others. Will be required to have conversations in person with individuals and groups.
  • Repetitive motion: movements frequently and regularly required using the wrists, hands, and/or fingers.
  • Average hearing: able to hear average or normal conversations and receive ordinary information.
  • Average visual abilities; ordinary visual acuity necessary to prepare or inspect documents or computer screens.
  • May be required to lift up to 10 pounds routinely, up to 20 pounds occasionally, and more than 20 pounds as needed.
  • The environment is considered to contain medium/high noise levels.
  • The environment is temperature-controlled and not exposed to extreme changes in temperatures or weather conditions.
  • Wear required PPE devices for personal safety and protection from work-related hazards (including, but not limited to, hearing protection, eye protection, and safety footwear).
  • Overtime is dictated by the needs of the business.

To apply, submit your resume to careers@theYGSgroup.com.

Notice to All Applicants: This posting is not intended to provide an all-inclusive list of duties, but rather to provide an overview of essential functions and basic duties. Requirements, skills, and abilities included, have been determined to be the minimal standards required to successfully perform in the position. In no instance, however, should the duties, responsibilities, and requirements delineated be interpreted as all-inclusive. Employment with The YGS Group is at-will. The employment process with The YGS Group includes a pre-employment background check and post-offer physical and drug screen. The YGS Group is an Equal Opportunity Employer and Drug-Free Workplace.

The Future of Remote Work Part II: The Employer Angle

In part one of this series, we discussed how different generations are changing their views on the future of work and posited that remote work—in some form—is likely here to stay. After examining how things have changed, one question becomes obvious: how are employers responding to all this change, and what does the future hold for them?

Every association is different, and the solutions that work well for some might not be so successful for others. But, no matter what works for any individual association, the most important thing for all leaders to remember is that this transition to this new world of work will require resilience and flexibility. Let’s examine why and how a willingness to change will benefit your association.

Changes Across Employers

Some of the biggest changes associations are making are in the very nature of the workplace and in the work itself. Many associations are finding that employees are resistant to return to a full-time in-person office, and hybrid offices or full-time remote positions provide solutions that can better suit the needs of certain employees. Simultaneously, employers have increased flexibility to address changing needs and remain competitive in pursuits of attracting and retaining talent and sustaining a workforce that has weathered the difficulties of the past two years.

In their comprehensive article, “9 Future-of-Work Trends Post-COVID-19,” Gartner lays out the steps employers have already taken and those they are considering to manage employees in a post-COVID-19 world. One important cost savings measure that many associations have started implementing is hiring more contingent workers in roles that previously were filled by full-time employees. Gartner reports that 32% of organizations surveyed in their research are currently swapping full-time employees for contingent workers, allowing them to cut costs and experiment with new models for benefits and performance management systems.

Ring Central reports 73% of employees want flexible work options to remain after COVID-19. And flexible work and workforces require communications solutions including both video meetings and team messaging. Therefore, associations should expect to see remote meetings and home offices remain a staple of work life for a long time to come, according to McKinsey.  In addition to the increased desire among workers for greater flexibility regarding where they work, the methods by which work is conducted will also need to remain flexible. The upside to the long-term increase in virtual meetings for businesses? McKinsey estimates that work travel expenses will decrease by 20% as a result.

Keeping Up with Your Workforce

How employers are keeping track of how their employees are spending their time during the workday and tracking productivity is evolving to match an increasingly remote work environment. According to Gartner, 16% of organizations are increasing their digital monitoring of employees, using tools such as tracking computer use and employee communications and virtual clock in and out.

Because employees are in demand in this labor market, associations must consider their needs when determining how they will structure their workplaces. Employees are increasingly seeking work-life balance are more likely to advocate for schedules and benefits that will help them achieve a healthy personal and professional existence. The pandemic required employers to expand their offerings for benefits such as emergency sick leave, financial support, and childcare, and this shift in the relationship between employer and employed may play a crucial role in developing workplace culture going forward.

Looking Ahead

One of the major insights of the COVID-19 pandemic has been how vulnerable associations are to unexpected disruptions and instability—especially when the disruption is as long-lasting as the current pandemic. To bolster organizational resilience, associations will have to plan for success by supporting their workers and imbuing their associations with flexibility and adaptability. Only then will they be fit to roll with whatever punch comes next.

Three Steps to Reinforce the Value of Your Events

As the events industry hits its stride in its effort to return to the “new normal,” associations are finding themselves evaluating their comeback strategy for live conferences and trade shows. The truth is, the best course of action may be to throw the playbook out the window. There has never been a better time to carefully dissect all areas of your events, then reassemble them with some improvements and efficiencies.

Consider these three steps:

1. Repeat After Me: “My content has value.”

Whether you held a virtual event or canceled your event(s) in their entirety since March of 2019, your membership and audience are seeking your content for professional growth. The COVID-19 pandemic has provided us with the resources to continue to provide that content to a broader, but arguably less engaged audience.

One YGS client is providing a packaged, digital version of their annual event via their learning management system after the live event concludes in May 2022. The offering will include recordings of all breakout sessions, including sponsored sessions. Associations could consider a similar approach as value added to an in-person event registration fee or as a standalone fee for those unable to travel to the event during the live dates.

2. Remind your attendees what this event does or can do for them.

We participate in events to network and advance our professional knowledge—provide key data points to remind them why your event is something that they cannot afford to miss! Corporate travel restrictions and state/local health and safety guidelines make travel to and from events more challenging. Resources like attendance justification letters and publishing schedule and speaker information are becoming increasingly important.

At a recent event in New Orleans, I had the opportunity to connect with an exhibitor who provided a meaningful testimonial for a client’s event. They detailed a single connection they’d made at a 2019 live event that led to a large order for their company, which was a small, start-up business. This testimonial will aid in the marketing in support of exhibitor and sponsor sales for future live events!

 Exhibitors interact with attendees at the NCTM Regional Conference & Exposition in New Orleans. Photograph by Linda Reineke at Riverview Photography.

3. Now is the time to review your event offerings for improvement and revision.

Evaluate the financial impact of all areas within your event, as it may be time to sunset some offerings that have been losing popularity or impact the past few years.

Establish (or refresh) your core values for your events like a green initiative or a reduced waste commitment. Some of these may already be in place for your organization but are worth reviewing in the context of your events. Are there areas of your event that could be reimagined with these values in mind? At an event earlier this month, a life-sized (10’x8′) schedule-at-a-glance was available in the registration area for attendees to use. This not only eliminated the printed version of the resource but also created a revenue generation opportunity via sponsorship or additional sponsor exposure.

A life-sized (10’x8′) schedule-at-a-glance is available in the registration area of an event for attendees to use.

In conclusion

The new normal may look nothing like the normal of 2020 and earlier, but keeping the value that the event brings to your industry at the forefront of your planning is critical to recovery. Interested in strengthening your association’s event offerings? Drop us a line to see how we can help strategize your approach.

Across the Ages: How Different Generations Feel About Remote Work

The COVID-19 pandemic has brought about innumerable changes in our daily lives. From masks to vaccines to self-quarantine, we have had to adapt quickly to new demands. For many workers, one of the most striking changes has been the transition from the office building to the home office. As the pandemic wore on, generational differences in remote work began to emerge. It’s becoming clear that different generations experience the transition to remote work quite differently from each other.  

A New Normal

As attention shifts to the future of workplaces post-pandemic, many workers have reservations about a return to the old routine. According to a study conducted in summer 2021 by the Conference Board, the feelings of high productivity that many workers reported while working remotely have influenced attitudes toward in-office work. In the study, 43% of workers interviewed were unsure if working full-time in the office would be a boon to their productivity. Millennials were more likely to express reservations about in-person work than their older colleagues, with 55% of millennial respondents questioning the need to return to in-person work, compared with 45% of Gen Xers and 36% of baby boomers.

Part of the generational difference in views of remote work may be attributable to differences in phases of life. More and more members of younger generations, especially Millennials, are becoming parents of young children, whereas baby boomers and Generation Xers are more likely to have older children who are in their teens or are themselves adults. While many employees across generations support a hybrid working model, a McKinsey article reported that parents with young children are most likely to prefer such a model, compared to those without young children, who are nearly three times more likely to prefer on-site work. However, even among employees without young children, the majority still favor more flexible working models over a return to only on-site work.

The changes brought about by the COVID-19 pandemic are likely to influence work life long after the pandemic has ended. More and more, experts are predicting that workers will not return to offices full time as they did before, and employers and workers alike are looking anxiously to the future.

What’s Next

Associations, like other employers, are having to consider the changing demands of their workforce and the new dynamics of remote work. At the same time, demographics of association memberships are shifting. Stay tuned for part two of this series as we explore how associations can navigate these challenges and make the most of the new opportunities remote work presents. The YGS Group can also help associations strengthen their connections to their members and expand their audience to new association members. Reach out to us to see how we can help you keep your finger on the pulse of your membership.

Say Hello to Your Account Manager

Marketing, editorial, design, and sales teams play their own roles in fulfilling a client’s needs and contributing to their success, but account managers are the glue that holds us all together. By combining knowledge of sales, customer service, interpersonal relations, and the client’s big-picture goals, account managers make sure clients’ needs are met and their voices are heard while coordinating with others and fulfilling the contractual day-to-day duties YGS has been hired to perform.

Acting as trusted advisers capable of shifting the team’s focus toward collaboration, YGS account managers develop detailed understandings of client missions and visions and achieve strategic objectives by leveraging their expertise to create growth. As primary liaisons between clients, creatives, and sales teams, YGS account managers build and retain influential relationships while showing clients the value they will enjoy when they continue to use YGS services.

According to Indeed.com and evidenced daily by YGS account managers, AM responsibilities include:

  • Building long-term relationships with customers based on trust, respect, and value
  • Communicating with clients to understand their needs and provide the details and value of products and services
  • Serving as the first contact person on matters relating to customer accounts
  • Managing customer accounts, including contract negotiations to meet client expectations and maximize profits
  • Collaborating with the sales and marketing departments to fulfill client expectations
  • Compiling accurate client account notes and inventory records
  • Collecting, compiling, analyzing, and interpreting data to provide actionable insights on customer behavior to guide decision making
  • Demonstrating in-depth knowledge of company products or services
  • Identifying industry trends which the organization can use to improve on objectives

Interested in what makes YGS association account management unparalleled? Let them tell you!

Brian Hershey

“I am the go-to person for the client and for my team.”

Charity Fox

“Clients trust me to be their problem solver.”

Jen Leisenring

“I am an advocate for my customer.”

Ethel Lee

“I am the voice for the customer throughout the production process!”

Jordan Kell

“I cultivate strong business relationships that allow for continued growth and success.”

Frankie Singleton

“I ensure projects remain on schedule and further develop and foster meaningful partnerships.”

Lauren Lau

“I work closely with the team to increase sales and brainstorm new growth opportunities.”

Janell Fisher

“Clients can count on me to find the answer.”

Rebecca Pratt

“I create a partnership with my clients to ensure their success!”

Max Lalwani

“I foster positive environments where clients and YGS can work together toward goals.”

Renee Little

“Make every interaction count, even the small ones. They are all relevant.”

Dan Kelshaw

“Treat the customer as if you are that customer.”

Paul Bergstresser

“I am passionate about my customers’ satisfaction.”

 Jen Flora

“Your customer doesn’t care how much you know until they know how much you care.”

Ellen Hoover

“I work with clients to stay organized, on task, and on time with their projects.”

Cindi Campbell

“Respond to the customer the way you would want them to answer you if roles were reversed.”

Robin Walker

“I listen, learn, and pay attention to the details.”

On behalf of all YGSers, we want to take this opportunity to thank the account managers for all their dedication, flexibility, responsibility, innovation, and thoughtfulness. You never fail to wear multiple hats while going above and beyond and inspiring the rest of us to excel!

Think you or someone you know has what it takes to expedite projects and act as the service liaison between the customer, sales, and multiple production platforms? Then visit http://ow.ly/raxc50Hl3fO for details on our Account Manager opening and to apply for the position!

Association Publication Trends for 2022

Last year was one of rapid change and adaptation in industries everywhere, as we continued to deal with the consequences of the COVID-19 pandemic. Association members saw unique challenges and opportunities within their industries. In 2022, these challenges and opportunities continue to evolve and affect association memberships in different ways across the many interests and industries.

Understanding the shifting trends in marketing and publishing magazine content will be crucial to providing the best possible content for association members in 2022. Many of the trends that we observed during 2021 will carry over into the new year. Here are a few you need to know about for your association’s publication in 2022.

Let’s Get Digital—While Remaining Physical

The pandemic has caused our lives to become increasingly digital, and the ways that we connect to each other in our personal and professional lives are likely to retain this increased digital presence long after the pandemic ends. Digital and print book sales increased throughout 2021, according to Kirkus Reviews, as a result of more people spending time at home reading than they had before COVID-19.

While print will still be a major part of any publisher’s content, increasing digital media offerings will remain important in 2022. Creating digital and print media that complement each other will be extremely important, as digital media offers opportunities for interactivity and visual style that can complement and enhance print media content.

The New York Times exemplifies this by making its feature stories interactive on its website through the use of interesting graphics and visual flow. At YGS, many of our clients produce digital versions of their publications alongside their print editions. These digital editions are ideal for clients who want to have a version of their publication that people can take with them anywhere and share easily.

In a recent article, Kirkus Reviews predicted that 2021’s trend of strong audiobook sales would not only continue but grow in 2022. While both digital and print books and magazines will continue to be the mainstay of publishers, audiobooks and other forms of audio media are quickly becoming vital pieces of content for any publisher looking to maximize audience reach and retention.

Pod(cast) People

Forbes also notes that the popularity of podcasts has exploded in recent years, with today’s podcasts ranging across a diverse array of topics and formats. From live-play dungeons and dragons to the day’s news, podcasts have become the primary medium of choice for many content creators—and audiences have responded positively to the wealth of podcast content at their fingertips.

Savvy publishers are not standing idle as the podcasting trend grows. Many traditional media publishers such as The New York Times and The Washington Post have capitalized on this trend and launched their own successful podcasts. Here at YGS, we have made sure to keep abreast of the trend, and now offer podcasting services to our clients. Check out this client podcast produced by YGS here.

Embrace Experimentation 

The most important thing for publishers to remember in 2022 is that resilience and flexibility will be the most important watchwords of the year as we continue to navigate evolving challenges (and opportunities). Experimenting with new methods of content delivery, from podcasts to digital magazines, and more, offers associations new ways to reach existing members and potential new audiences.

At YGS, we are ready to meet our clients’ needs with a wide array of content options and creative concepts to enhance existing publications and launch new ones. Contact us today to get a jump-start on achieving your 2022 goals!

YGS Gives Back During the Holiday Season

No matter the time of year, YGS is highly involved in several community initiatives, but the holiday season is undoubtedly one of the peak times of giving. Here’s what we’ve been up to in the Central Pennsylvania community.

Angel Tree Wish Program

Each holiday season, YGS asks its associates to nominate a person or family that may need some extra help during the holidays. The associate then completes a wish slip that includes gender, age, and specific gift items, such as clothes, toys, gift cards, and more. The HR team then creates an angel for each person nominated and places them on the company holiday tree. Any associate can pick the angel off and purchase the wish items as gifts, which HR then passes on to the person or family who was nominated.

Toys for Tots

Each year, we receive a Toys for Tots box from the U.S. Marine Corp Reserves that associates fill with various gift items. This year, at the time of writing, we have already filled the box and had a pick-up of 43 gifts. The YGS team is excited to see how many more gifts we can donate by the next collection date, about a week before Christmas.

Spruce’d Up – A Celebration of Trees

YGS decorated and is sponsoring a tree, which has been entered to win a cash prize for Olivia’s House. This event, held at PeoplesBank Park in York, carries out a theme each year, with this year’s being children’s toys. YGS designed a tree topper, garland, and special 20th-anniversary ornaments for Olivia’s House.

YWCA Adopt-A-Family

Through the YWCA York’s Adopt-A-Family program, YGS sponsored a family of four this year.  Our associates quickly signed up to donate their time and bought gifts from the family’s wish list, which were delivered to the YWCA in early December.

This is just a handful of the numerous charitable initiatives in which YGS is involved. Throughout the year, our company and associates are always looking to give back to the community they call home. Whether it’s through Junior Achievement, the United Way, Habitat For Humanity, or other causes, it’s safe to say that the spirit of giving is strong at YGS.

To learn more about how YGS is involved with the community and how you can partner with us to make a greater difference—together—connect with our HR team.

Why You Should Use a Single Team for Ad Sales and Event Sales

When it comes to ad and event sales, having a single media and events sales team managing both can be a key factor in your success. Let’s take a look at some of the main benefits of partnering with a single media sales team.

Forging and Growing Relationships

A keystone in the sales process is the ability to create, foster, and manage relationships with advertisers, sponsors, and exhibitors. Having a sales team that is the single point of contact for all media and event opportunities allows for your account executives to become subject matter experts.

Your team’s growing knowledge of sales, workflow, and cross-marketing opportunities allows them to build relationships and trust with not only your largest supporters, but also new prospects and existing clients. 

Streamlined Communications

When communications are streamlined, you provide a better customer experience, and you are also better able to ensure consistent and reliable information is being passed in both directions. Having a single point of contact greatly reduces any potential frustration from your supporters and allows your sales team to control the sales process from start to finish for all non-dues revenue opportunities.

Opportunities for Sales Bundles

When a company does a combined purchase to have an event presence and a branding campaign throughout the year, they typically are spending more with your organization than they would if the opportunities were segmented. Having a sales team that’s a one-stop-shop for all of your advertising and event opportunities puts them in a unique position to create custom bundles that include media and event opportunities.

Furthermore, your sales team is cross-promoting your opportunities on the show floor of your events through marketing emails and phone calls throughout the year. This combined approach is a great way to showcase all the ways potential customers can get involved with your organization.

Improved Success Rates

A single, integrated sales team that manages all of your advertising opportunities can be more effective at recognizing related opportunities, identifying new opportunities, and cross-selling across channels. Once you partner with a single media sales team, their tools become your tools, saving you time, money, and staff resources.

With our vast advertiser database and experienced ad sales team, the YGS media and events sales team helps our clients hit sales targets and non-dues revenue goals, identifying new revenue opportunities in print, digital, exhibit, and conference advertising sales. Get in touch with us to hear more.

Combating ‘The Great Resignation’

Acquiring and retaining talent has become tricky for employers lately. Earlier this year, SHRM noted more than half of employees surveyed in North America plan to look for a new job in 2021, while a quarter of workers plan to quit their jobs outright once the COVID-19 pandemic subsides and recruiting efforts ramp up. There’s no better time than now to enact actionable employee retention strategies to reduce the negative financial impact of staff departures and help you retain the talent you need to operate your organization. To aid you in this pursuit, we’re providing five tips on how to boost organizational culture and curb employee turnover.

1. Invest in Leadership

While many factors can influence whether an employee chooses to stay with an association or go, the style and approach of senior leadership and the opportunity or lack thereof for growth are often factors. Robert Hicks, Group HR Director, Reward Gateway, underscores the former consideration by pointing to the phrase: “People don’t leave jobs, they leave managers.” Understanding that research shows when organizations invest in leadership development programming there is a reduction in associate turnover, YGS redesigned its approach to leadership development in early 2020 to prepare associates for future leadership opportunities and drive individual and organizational change.

As YGS’s Vice President, associate engagement & talent development, it has become apparent to me that leadership initiatives help us to think differently, to understand what is possible, and make way for the empowerment of our associates. All of this enables us to establish stability through the retention of our associates amid an incredibly challenging marketplace brought about by COVID-19. YGS launched its leadership initiative in January 2021, designed to develop a real-time performance management practice that adds to a more positive work experience for associates by:

  • Improving leader and employee understanding of and experience with performance management.
  • Creating a strong performance feedback culture by increasing a leader’s knowledge, skills, ability, and time commitment to coaching performance. 
  • Focusing on employee strengths and rewarding employee performance.
  • Improving relationships between leaders and employees via established communication and trust. 

By strengthening the experiences of all associates, this initiative contributes to an organizational culture that drives business impact. Your organization can also employ leadership advancements focused on developing the skills and self-confidence leaders need to achieve an enhanced level of motivation and a renewed commitment to the association. All of this contributes to the cultivation of talent across an organization.

2. Treat All Employees at All Levels With Respect

This notion seems so obvious you might think it goes without saying. However, this concept goes deeper than one might think. In order to truly treat all employees with respect, leaders must:

  • Treat others as they would like to be treated—with courtesy and kindness.
  • Encourage all employees to share their ideas. By implementing active listening, leaders can then use the ideas of others, thus demonstrating their value. 
  • Praise more than criticize. While we know outright demeaning employees should never happen, leaders should also avoid micromanaging as doing so disempowers employees and deprives them of opportunities to acquire the confidence they need to learn and grow. Constructive criticism has its own inherent value, but leaders must be sure employees feel as though their contributions to the organization are acknowledged and valued.

3. Foster Trust and Emotional Wellness

Open and honest conversations between senior management and employees will not only help to obtain and retain employee trust but will also enable employees to feel at ease approaching leadership with work-related issues. A new report from performance management solution 15Five found that employees—especially younger generations—need emotional support from their managers and employers. The majority (90%) of employees surveyed said that they perform better when their organization actively supports their emotional wellness. Therefore, the benefit of valuing emotional wellness and creating connections is twofold.

4. Create a Culture of Continuous Recognition and Internal Mobility

In addition to inspiring your employees to engage, performance recognition helps develop a positive workplace culture and employee experience. According to one study, 63% of employees who were “always” or “usually” recognized said that they are “very unlikely” to job hunt in the next 3-6 months.

As an SHRM study reports, employees who have the opportunity to move around within a company, whether to new jobs in different departments or by promotions, are more likely to stay with that company. A study of 32 million profiles of active LinkedIn users who have worked at a larger company (one with more than 500 employees) since 2013 found the likelihood of an employee staying with a company decreases as the years pass. But employees who were promoted within three years of being hired have a 70% chance of staying on board, and those who made a lateral move have a 62% chance of staying. Those who were not promoted and who did not change jobs internally have only a 45% chance of remaining.

5. Develop Competitive Offerings and Be Responsive to Employee Wants and Needs

Employee retention and recruitment will improve once your organization ensures it’s competitive in terms of rewards, developmental opportunities, quality of the work environment, and consideration of work/life balance.As SHRM reports, prior to COVID-19, research found that nearly a third of workers sought out a new job because their current workplace didn’t offer flexible work opportunities. After 2020, many workplaces have remote work and flexible scheduling options that have been put to the test, and more employees have realized the advantage of remote and hybrid work. Use this new flexibility to your organization’s advantage by evolving the requirements of your job positions.

 Final Thoughts

The appeal of your organizational culture plays a critical role in acquiring and maintaining talent. We are grateful for partners who continue to inspire us and are here to support you in any way we can. We hope these tips help to take your organizational culture to the next level. Have your own ideas on how to improve employee retention? We’re all ears! 

YGS Responds to the Global Paper Shortage

As the pandemic persists, continued disruptions and delays in the supply chain are affecting a wide range of paper products. Nationwide, printers are seeing massive paper shortages, and their clients are feeling the impact. Some stocks are simply not available to some printers. Others are taking much longer to be delivered and may be priced substantially higher.

It’s a challenge YGS takes very seriously. So seriously, in fact, that we have been working on solutions for the past 18 months as we anticipated and prepared for the current situation. We have been, and continue to be, actively exploring a range of creative solutions. Let’s begin with the primary causes of this current shortage and then move onto some of YGS’s solutions.

CAUSES OF PAPER SHORTAGE

There are multiple reasons for the current global paper shortage, most stemming from the COVID-19 pandemic in one way or another.

Labor Shortages

Put simply, there aren’t enough people to run the machines at the mills, or enough truck drivers, rail workers, and longshoremen to move what products there are, driving up transport times and costs. Resulting from COVID—plus newly implemented federally mandated standards and increased demands on drivers to deliver other ecommerce goods—there are labor shortages from production through delivery and at every level of the supply chain.

Raw Material Shortages

Material shortages and supply chain disruptions are everywhere, as a quick scan of the news will show. Paper mills have little to no inventory. And in just the past year, wood pulp has gone up over 50%, according to the Bureau of Labor Statistics. As demand for wood and wood pulp increases, there just isn’t enough to go around to produce the end product, worsening delays and increasing costs.

Challenges at the Ports

Because of labor shortages and port congestion resulting predominately from COVID cases and restrictions, vessels are unable to offload quickly. A lack of longshoremen has even caused many ocean carriers to cancel voyages. The ripple effect is that the rate at which shipping containers are recycled back into service has been decreased, compounding the shortage of empty containers and causing a dramatic spike in container costs. A jam in the Suez Canal certainly didn’t help matters.

YGS OFFERS CREATIVE SOLUTIONS TO THE SHORTAGE

Starting back in 2020, YGS anticipated potential supply challenges and strongly believed there would be a resurgence in demand for print. Our response? We purchased proactively, purposefully filling inventory to ensure the greatest chance of maintaining our supply of digital and traditional offset paper.

In addition, we diversified our supply chain to maximize our ability to obtain paper and related print materials. While this approach cannot guarantee success in every instance, it vastly increases our chances of being able to fulfill our customers’ needs as these challenges likely persist well into next year or even 2023.

At YGS, we have been creatively solving problems since our founding almost 50 years ago. Our paper buying power, project management services, consultation on alternative approaches in paper stock (both basis weight and surface finish), and close client and vendor relationships empower our partner companies to continue to run profitable print and direct mail marketing efforts.

Contact us today, and let’s explore solutions that work for you.

5 Reasons Why Your Business Needs Large-Format Digital Printing

Every corporation needs a way to market themselves efficiently. Large-format printing, that is, anything printed on a scale greater than that found in a commercial printer (typically at least 24 inches wide), can be an extremely effective way to advertise on a large space. Even if you’re on a budget, a large-format print job can be an investment to get the traffic your corporation deserves. Here are five reasons why you should look to capitalize on large-format printing.

1. Take advantage of cost-effective promotional products. Not so long ago, large-format printing was bogged down with numerous issues, including short run lengths, high costs, and slow turnaround times. Thanks to new technological advances in the industry, large-format jobs are now speedier and more efficient than ever. Plus, a well-designed sign will give you constant exposure on a long-term basis.

2. Boost walk-ins. According to a FedEx office survey, almost 8 in 10 American consumers enter a store they have never visited before based on its signs. Large-format signage all but guarantees more foot traffic through your front door.

3. Cultivate a brand image. Branding is vital to creating a loyal customer base. Forbes says, “Branding allows you to build relationships with your audience, which can eventually turn them into loyal members. You can create a brand that people actually care about and put yourself ahead of businesses that aren’t using this to their advantage.” Effective, eye-catching signage is essential to this endeavor.

4. Improve conversions. Per that same FedEx office survey, a whopping 68% of consumers make a purchase based on a sign alone—an astounding statistic that proves the unmatched power of big visual advertising.

5. Perceived value. In marketing terminology, perceived value is customers’ evaluation of the merits of a product or service, and its ability to meet their needs and expectations, especially in comparison with its peers, says Investopedia.com. A well-thought-out, strategically designed large-format piece can be instrumental to informing your customers’ impressions of the services you provide.

Let’s Get Technical

You may be thinking, “All of the above sounds great, but I’d like to get down to the nitty gritty of large-format printing.” Your wish is our command.

There are many additional benefits to using large-format printing for your printing projects. You will not only have the advantage of a large area to display your piece, but also the benefits of UV-cured ink that will make your piece more durable and able to withstand elemental conditions such as rain, heat, and sunlight without incurring damage. Another benefit of large-format printing is the ability to print on a number of substrates. You can print on almost anything that will fit through the carrier of the printer, including:

  • Vinyl
  • Cloth
  • Glass
  • Wood
  • Foam board
  • Corrugated plastic
  • Metal

No matter your graphics needs, large-format printing can provide you with the benefits of durability as well as a large display area, allowing your message and products to be eye-catching and providing you the visibility you need to truly stand out.

Ready to get started? Contact us today.

5 Reasons Why Your Association Needs Large-Format Digital Printing

Every association needs a way to market themselves efficiently. Large-format printing, that is, anything printed on a scale greater than that found in a commercial printer (typically at least 24 inches wide), can be an extremely effective way to advertise on a large space. Even if you’re on a budget, a large-format print job can be an investment to get the traffic your association deserves. Here are five reasons why you should look to capitalize on large-format printing.

1. Take advantage of cost-effective promotional products. Not so long ago, large-format printing was bogged down with numerous issues, including short run lengths, high costs, and slow turnaround times. Thanks to new technological advances in the industry, large-format jobs are now speedier and more efficient than ever. Plus, a well-designed sign will give you constant exposure on a long-term basis.

2. Boost walk-ins. According to a FedEx office survey, almost 8 in 10 American consumers enter a store they have never visited before based on its signs. Large-format signage all but guarantees more foot traffic through your front door.


3. Cultivate a brand image. Branding is vital to creating a loyal member base. Forbes says, “Branding allows you to build relationships with your audience, which can eventually turn them into loyal customers. You can create a brand that people actually care about and put yourself ahead of businesses that aren’t using this to their advantage.” Effective, eye-catching signage is essential to this endeavor.

4. Improve conversions. Per that same FedEx office survey, a whopping 68% of consumers make a purchase based on a sign alone—an astounding statistic that proves the unmatched power of big visual advertising.


5. Perceived value. In marketing terminology, perceived value is customers’ evaluation of the merits of a product or service, and its ability to meet their needs and expectations, especially in comparison with its peers, says Investopedia.com. A well-thought-out, strategically designed large-format piece can be instrumental to informing your members’ impressions of the services you provide.

Let’s Get Technical

You may be thinking, “All of the above sounds great, but I’d like to get down to the nitty gritty of large-format printing.” Your wish is our command.

There are many additional benefits to using large-format printing for your printing projects. You will not only have the advantage of a large area to display your piece, but also the benefits of UV-cured ink that will make your piece more durable and able to withstand elemental conditions such as rain, heat, and sunlight without incurring damage. Another benefit of large-format printing is the ability to print on a number of substrates. You can print on almost anything that will fit through the carrier of the printer, including:

  • Vinyl
  • Cloth
  • Glass
  • Wood
  • Foam board
  • Corrugated plastic
  • Metal

No matter your graphics needs, large-format printing can provide you with the benefits of durability as well as a large display area, allowing your message and products to be eye-catching and providing you the visibility you need to truly stand out.

Ready to get started? Contact us today

Introducing YGS ClicBook

How can your association get more from its beloved printed member publication? One common way is to post a digital version of the magazine online, potentially furthering your actual readership by offering members a way to consume your content more conveniently and more in line with today’s mobile world—from their laptops, tablets, and smartphones.

So what’s the most effective format for the digital version of your publication? That depends on your goals, budget, member demographics, and plenty of other factors. You could build a microsite, but perhaps that’s not in your budget or you don’t have a team to manage it. (Shameless plug: YGS can help with that.) Or you could go down a more popular route, such as a digital flipbook. Enter the latest cost-effective solution: ClicBook.

Powered by YGS, ClicBook is a new digital flipbook solution that offers the page-turning experience of a printed publication from the convenience of, well, anywhere—without the need to download any software. Accessible to members on their computers, smartphones, and tablets, ClicBook features a (literally) seamless experience, complete with the following features:

  • Quick search
  • Highlighting and bookmarking
  • Creating and saving notes
  • Links to stories from the TOC
  • Sharing capabilities
  • Zooming
  • Single-page and spread display options
  • Link activation for internal page links and external website and email links

In addition to those features, ClicBook touts the capability of embedding audio, video, and animations. Plus, it offers additional ad placement opportunities, password protection, multilanguage support, and analytics. The solution also allows for YGS to evolve the platform to meet our customers’ specific—and evolving—needs.

If you’re interested in learning more about how ClicBook works and how it can be a truly viable option to extend your publication’s reach, connect with us!

Key Considerations for a Better Booth Experience

As in-person events come back into the fold, exhibitors have plenty to think about when designing a booth experience. Here are five factors that could greatly influence your exhibit’s success at the next big show.

According to Trade Show News Network, event attendees spend an average of 8.3 hours visiting all the booths and displays at a trade show. As in-person events come back into the fold and as your company looks to exhibit at upcoming conferences, it’s essential that you understand how to get the most out of your booth space—and how to walk the walk throughout the entire experience.

From the space itself to the people holding it down, here are some key practices you can implement for a successful exhibit. 

Approachability

Other than maybe buzz about a great new product or visually striking branding, what can make your booth approachable? Layout. Booths should be inviting and open the door to make human, face-to-face connections in a natural, pressure-free way for attendees—and you.

One way to create a more approachable booth is by setting up tables in a way that encourages entry into the space. If your tables are set up near an aisle, that immediately cuts off any room for booth traffic, causing traffic jams that potential visitors may simply avoid. Tables should be set up alongside the booth space or further back to allow room for people to enter a less crowded, more inviting atmosphere. Think of it as an open floor plan.

Speaking of floors, booth flooring is an often-overlooked key to exhibitor success. Many conference venues such as convention centers and resorts have wooden or tile floors. If there is carpet, it’s typically thin with little padding over the concrete underbelly. Keep in mind that attendees are constantly on their feet, moving from exhibit to session to lunch to session to exhibit and so on. They may appreciate an invitation to a heavily padded booth carpet, and that gets you some valuable face time to start a conversation.

Another approachability factor worth considering is seating. If you do opt to have seating in your booth, choose barstools or similarly heighted chairs. That way, if you feel that you must rest your feet, you don’t sacrifice being at eye level with anybody who enters your space. 

Interactivity

If you are looking for a differentiator to catch the eye of passersby (i.e., potential customers), consider creating an interactive space.

For instance, say you’re selling a software solution for your industry. You could give conferencegoers a glimpse into how your product works by placing tablets on your booth table with interactive walkthroughs or even games programmed and ready to inform visitors.

Of course, as has been made paramount in the COVID-19 era and should be of emphasis moving forward, interactivity must be accompanied by cleanliness. Neglecting to sanitize tablets after an attendee touches one is not only a bad look nowadays, but it’s risking infecting other attendees and exhibitors. Remember: No vaccine is 100% effective. It’s also a smart idea to keep hand sanitizer and disinfectant wipes around for other high-touchpoint areas of your booth, whatever they may be.

Giveaways

For attendees, sometimes the most value they can get from visiting your booth is a giveaway, especially one that leads to a connection post-conference. Also note that, according to Princeton Marketing, 52% of attendees are more likely to enter an exhibit if they’re offering some kind of giveaway or freebie.

On the more traditional side of things, you should always come to an event prepared with pamphlets, brochures, one-sheeters, and business cards. These are your tangible pieces that attendees physically take with them and read during breaks, in their rooms, in the venue lobby before dinner, and as they await their flights home, among other downtime opportunities. You can’t afford not to get these often-inexpensive items in front of potential customers. There should be some form of contact info on everything you give away; there should also be a follow-up sheet in your space for visitors to fill out (name, company, and contact info), which will generate leads post-conference.

On the less formal side, who doesn’t love free tchotchkes? Giving away items such as branded magnets, pens, mints, hand sanitizer, whistles—you name it—is a great way to be remembered after the show, and they can sometimes be conversation starters. (One item I’ve personally seen generate the most buzz? Golf balls.)

Sociability

Your affability and willingness to engage booth visitors are paramount to forging new relationships. According to Highway 85 Creative, 85% of an exhibitor’s success at a trade show is dependent on the performance of the staff they bring.

In today’s smartphone-laden society, it’s important to not lose sight of the fact that attendees are actively looking to connect with you face to face. If you are sitting down, slouched over on your phone or laptop, you give off a vibe that you don’t want to be disturbed. Instead, try to keep electronics away or out of sight so that you can openly engage and welcome attendees into your booth. 

When it comes to actually talking with booth visitors, more personal, human conversations may serve as a bridge to doing business based on likability and trust. When asking visitors questions, leave them open-ended. Avoid questions such as, “Can I help you find something?” or “Do you have any questions?” Instead, questions such as “What has been your biggest takeaway from the conference so far?” or “What are some of your daily challenges that we can help you with?” leave far more room for an ongoing discussion.

Follow-up

When an event ends, that doesn’t mean your job ends. Remember that follow-up sheet? That should offer you plenty of leads to follow up on after the conference. That noted, leads shouldn’t be pursued until a couple of days after an event. Most professionals return to a flurry of emails and items to catch up on, so giving them a few days to breathe will help to garner more actionable responses.

Looking for further guidance on event management, design, sales, and more? Let’s connect!

A Publication Is Still an Essential Member Benefit

When assessing the value of the benefits offered to members, it can be difficult to measure the full ROI of a publication. This is largely because the value of association magazines is not solely monetary.

Even if a publication doesn’t always see strong ad sales, the high-quality and relevant content of an association’s magazine is almost always directly tied to attracting and retaining members, making it inherently tied to dues revenue. Members want a tangible connection to each other and to the industry. Publications and communications channels provide exactly that.

“Communication of the member experience and value proposition is critical. And having a publication that delivers relevant topics and industry perspective is one of our key channels to provide members with up-to-date information and thought leadership.”

—Jenny Davlin, Chief Business Officer, American Resort Development Association

A Publication Can Be a Revenue Generator

Often, a publication can be financially self-sustaining; sometimes even generate revenue. Because association members are often corporate leaders and decision makers, the advertising space in an association publication is very appealing to advertisers.

In addition to ad sales, association publications hold potential for sponsorships and sponsored content. The stronger the content and the wider the readership, the more appealing the space will be to sponsors. A consistent, thorough, and truthful magazine establishes a sense of credibility around an association—proving to members and advertisers alike that it’s a valuable entity.

According to Carmen Lamb, Client Sales Director at YGS, “Advertisers just do not see the same value in what YGS would refer to as a microsite or a digital (only) magazine. Clients that have ceased their print publication, either permanently or more recently as a cost savings measure during COVID, have seen a 50-90% drop in ad sales revenue as compared to the advertising revenue their print publication brought in. That drop represents a combination of fewer advertisers and lower pricing per ad (that the advertisers are willing to pay for a digital-only magazine).”

If an association is concerned about the cost of printing, there are ways to reduce costs. The type of paper, length of book, frequency of book, and even printing type (offset versus digital) can impact the end cost. So if there are any concerns about cost, a good partner should be able to present options that will address those concerns.

Digital Only Might Make Sense

Content creation and design require significant resources—regardless of whether the publication is strictly digital or not. So before the decision is made to eliminate the print portion of a publication or to only roll out a digital version, it makes sense to look at the cost options for printing and mailing, then compare that cost to the media sales potential for printed versus digital channels. If the ad buying potential is significantly higher in a printed version where the printing and mailing services are just a small portion of the overall production cost, that’s important to consider.

“TEI publishes its magazine for several reasons. The first is that it is a great tangible benefit of membership—something our members can hold on to and say THIS is what I get for my membership. Our publication walks the line between magazine and journal, so that’s the second reason—it provides useful, implementable tools and tips to our members that they can use immediately in their jobs. Third, it provides an excellent platform for our sponsors and subject matter experts to reach our members in a less invasive manner. With contributed content and advertisements, our sponsors have a great opportunity to get their message out.”

—Lisa Samuels, Director of Marketing and Communications, Tax Executives Institute

The majority of surveys conducted by YGS reveal that most modern readers suffer from screen fatigue and do prefer to receive printed magazines at their office or home. As with most association decisions, they should be based on the needs and wants of members.

A Hybrid Approach of Print and Digital is Best

There are a few different ways to approach the print-digital hybrid, but almost all of them provide readers with more flexibility in the way they like to read, archives that readers can access from anywhere, and advertising bundle opportunities.

  • Digital Flipbook Replica. The simplest way to get printed magazine online is by transferring the design files into a clickable PDF. This is a popular option for associations that simply want to store their archives on their website for members to refer back to at their leisure. Digital flipbooks also make it easy to share or embed links to new issues in e-newsletters, social media posts, or other digital platforms.
  • Microsite Without Digital Exclusive Content. A more user-friendly option, microsites are typically organized by issue and content type. Readers can click through each page of the website and interact with it just as they would any other webpage. Not quite as simple as uploading the design files as a single document into a flipbook, the content population of this type of microsite requires someone to manually paste the magazine content into the CMS, enact any formatting, upload images, and set up hyperlinks. While it does take a little bit longer to set up, the pages can be searched and used in different ways. This style of online publication is also better for SEO than a flipbook alone.
  • Microsite With Digital Exclusive Content. One step further than a regular publication microsite, adding digital exclusive content to the mix provides readers with articles in between issues. This is a great idea for quarterlies or even bimonthly magazines where readers typically wait a long time in between issues. Incorporating digital exclusive content also provides the ability for more timely news pieces.

When combining multiple communications channels, a print publication can be used as the centerpiece for a larger content strategy. Feature article topics can be planned for the whole year and supplemented bi-monthly or more frequently on digital channels. In the print layout, techniques that incorporate QR codes that launch a video, podcast, interview, poll, or more to support the written article.

Conclusion

Associations that offer a printed publication as a member benefit need to make sure that they are seeing the highest possible ROI through advertising and member engagement. This can be measured through reader surveys, website traffic, social media engagement, new members joined, and of course ad revenue.

It can be challenging for associations with a small internal team to manage member benefit offerings autonomously. From providing written content and designing layouts to securing ads and tracking the success, many associations lean on vendors like YGS to take care of the details of their communication materials. This approach ensures a high-quality end product that can be assessed for effectiveness and improved based on those findings, which will in turn improve this benefit for your members.

Reach out to us to find out more about our association communications services.

Key Considerations for a Better Booth Experience

According to Trade Show News Network, event attendees spend an average of 8.3 hours visiting all the booths and displays at a trade show. As associations get back to offering in-person events, it’s essential that exhibitors understand how to get the most out of their booth spaces—and how to walk the walk throughout the entire experience.

From the space itself to the people holding it down, here are some key practices exhibitors can implement for successful shows.

Approachability

Other than maybe buzz about a great new product or visually striking branding, what makes an exhibitor’s booth approachable? Layout. Booths should be inviting and open the door to make human, face-to-face connections in a natural, pressure-free way for attendees and exhibitors alike.

One way to create a more approachable booth is by setting up tables in a way that encourages entry into the space. If an exhibitor’s tables are set up near an aisle, that immediately cuts off any room for booth traffic, causing traffic jams that potential visitors may simply avoid. Tables should be set up alongside the booth space or further back to allow room for people to enter a less crowded, more inviting atmosphere. Think of it as an open floor plan.

Speaking of floors, booth flooring is an often-overlooked key to exhibitor success. Many conference venues such as convention centers and resorts have wooden or tile floors. If there is carpet, it’s typically thin with little padding over the concrete underbelly. Keep in mind that attendees are constantly on their feet, moving from exhibit to session to lunch to session to exhibit and so on. They may appreciate an invitation to a heavily padded booth carpet, and that gets exhibitors some valuable face time to start a conversation.

Another approachability factor worth considering is seating. If exhibitors do opt to have seating in their booths, they should choose barstools or similarly heighted chairs. That way, if exhibitors feel that they must rest their feet, they don’t sacrifice being at eye level with anybody who enters their space.

Interactivity

If exhibitors are looking for a differentiator to catch the eye of passersby (i.e., potential customers), they should consider creating an interactive space.

For instance, say some of your exhibiting members sell a software solution for your industry. They could give conferencegoers a glimpse into how their product works by placing tablets on your booth table with interactive walkthroughs or even games programmed and ready to inform visitors.

Of course, as has been made paramount in the COVID-19 era and should be of emphasis moving forward, interactivity must be accompanied by cleanliness. Neglecting to sanitize tablets after an attendee touches one is not only a bad look nowadays, but it’s risking infecting other attendees and exhibitors. Remember: No vaccine is 100% effective. It’s also a smart idea to keep hand sanitizer and disinfectant wipes around for other high-touchpoint areas of your booth, whatever they may be.

Giveaways

For attendees, sometimes the most value they can get from visiting an exhibitor is a giveaway, especially one that leads to a connection post-conference. Also note that, according to Princeton Marketing, 52% of attendees are more likely to enter an exhibit if they’re offering some kind of giveaway or freebie.

On the more traditional side of things, exhibitors should always come to an event prepared with pamphlets, brochures, one-sheeters, and business cards. These are your tangible pieces that members physically take with them and read during breaks, in their rooms, in the venue lobby before dinner, and as they await their flights home, among other downtime opportunities. Exhibitors can’t afford not to get these often-inexpensive items in front of potential customers. There should be some form of contact info on everything you give away; there should also be a follow-up sheet in your space for visitors to fill out (name, company, and contact info), which will generate leads post-conference.

On the less formal side, who doesn’t love free tchotchkes? Giving away items such as branded magnets, pens, mints, hand sanitizer, whistles—you name it—is a great way to be remembered after the show, and they can sometimes be conversation starters. (One item I’ve personally seen generate the most buzz? Golf balls.)

Sociability

An exhibitor’s affability and willingness to engage booth visitors are paramount to forging new relationships. According to Highway 85 Creative, 85% of an exhibitor’s success at a trade show is dependent on the performance of the staff they bring.

In today’s smartphone-laden society, it’s important for exhibitors to not lose sight of the fact that attendees are actively looking to connect face to face. Exhibitors who are sitting down, slouched over on their phones or laptops give off a vibe that they don’t want to be disturbed. Instead, try to keep electronics away or out of sight so that you can openly engage and welcome attendees into your booth. 

When it comes to actually talking with booth visitors, more personal, human conversations may serve as a bridge to doing business based on likability and trust. When asking visitors questions, exhibitors should leave them open-ended. Avoid questions such as, “Can I help you find something?” or “Do you have any questions?” Instead, questions such as “What has been your biggest takeaway from the conference so far?” or “What are some of your daily challenges that we can help you with?” leave far more room for an ongoing discussion.

Follow-up

When an event ends, that doesn’t mean an exhibitor’s job ends. Remember that follow-up sheet? That should offer exhibitors plenty of leads to follow up on after the conference. That noted, leads shouldn’t be pursued until a couple of days after an event. Most professionals return to a flurry of emails and items to catch up on, so giving them a few days to breathe will help to garner more actionable responses.

Looking for further guidance on event management, design, sales, and more? Let’s connect!

The Results Are in: YGS Pubs Are EXCEL-lent

According to the Software & Information Industry Association (SIIA), the EXCEL Awards are the largest program that recognizes excellence and leadership in association media, publishing, marketing, and communication. Two hundred forty awards are presented across 82 categories. YGS and its association partners are the proud recipients of the following:

Design Excellence – Bronze: Multifamily Florida magazine

Florida Apartment Association

FAA was looking to create a unique, more engaging experience for its magazine readers. YGS’ redesign debuted last fall and instantly resonated with members. As a Total Solutions partner to FAA, YGS sells print and digital advertising across FAA’s properties and also designs and copyedits the reimagined magazine.

This award was judged on the following criteria:

  • Quality of design
  • Creativity and originality
  • Visual impact
  • Editorial and graphic unity
  • Artwork
  • Use of color

Redesign – Silver: Principal magazine

National Association of Elementary School Principals

With a three-year history producing content and design for Principal magazine, YGS was well-positioned to be a strategic partner in the rearchitecture and redesign of the association’s award-winning publication for K–8 principals. Several readers reached out and personally congratulated YGS and NAESP on the update to the magazine, citing the content as relevant, timely, and engaging.

Redesign – Silver: Mobility magazine

Worldwide ERC®

With international travel and human interaction on a global scale at its core, the relocation industry was hit hard by COVID-19. Industry professionals looked to Worldwide ERC® as a source of information and support more than ever before. With this in mind, YGS partnered with WERC to redesign their successful publication to reignite reader engagement with a fresh design and content that provides unique insights into the current industry climate.

These awards were judged on the following criteria:

  • Improved quality of writing and copyediting
  • Improved quality of content
  • Improved quality of design
  • Improved editorial and graphic unity
  • Improved quality of production

(Psst: Want an inside look at our redesign process? Check this out.)

Special Report – Silver: Leading Lessons: Social Emotional Learning in the Time of COVID-19

National Association of Elementary School Principals

Leading Lessons: Social-Emotional Learning in the Time of COVID-19 is a supplement to NAESP’s award-winning magazine, Principal. Sponsored by and informed by research from The Wallace Foundation, this supplement takes a close look at how the coronavirus pandemic has impacted SEL in schools, and how principals have adapted as a result.

This award was judged on the following criteria:

  • Quality and effectiveness of writing and copyediting 
  • Quality and effectiveness of content 
  • Continuity
  • Quality of design 
  • Consistency
  • Overall effectiveness
  • Editorial and graphic unity

YGS Vice President Serena Spiezio had this to say about the wins: “In an uncertain year, some of our clients took a chance and upped their magazine and supplement presence. YGS was proud to partner with these three associations that looked for fresh creative and a more refined content strategy. It seems all the hard work has paid off. We are proud of what we could achieve in a trying year, and we are thankful to have partners who continue to inspire us and trust us with their work. Congratulations to all those who contributed to this tremendous accomplishment.”

Interested in seeing your association’s publication listed among the winners next year? Drop us a line!

YGS Speaks at ASAE’s Marketing, Membership & Communications Conference

Craig Lauer, YGS director of content strategy, and Sam Hoffmeister, senior managing editor, shared insights on how to maximize the value of your content with association executives and experts during a 45-minute solutions chat. In this post, we share excerpts from our conversation and invite you to follow up with any questions or comments at content@theygsgroup.com

Sam: 

We know that delivering great content is so important in delivering value for members. So, Craig, tell us about the true value of a content strategy. 

Craig: 

Content strategy can mean different things to different people and the terms gets tossed around sometimes. But simply put, content strategy is a way to ensure that all the content you’re delivering is meaningful, works together in a cohesive way, and is created using methods that can actually save you time and money and offer a significant return on your investment. 

We spend a lot of time discussing content challenges with our association partners, and we know that they’re often facing an uphill battle to deliver truly meaningful content that helps members. One of the key ways we help them is by collaborating to develop a smart content strategy of interrelated content deliverables that all work together, that create efficiencies and cost savings in how they’re produced, and maximize engagment with the content among members. 

Let’s start with the centerpiece of what we consider to be the strongest approach to content strategy—an association’s publication. And then we’ll expand outward from there to talk about ways to use the content created for the publication to fuel the creation of numerous other deliverables in a way that’s efficient and often less expensive and time consuming than some of the standard approaches.  

Clearly, publications aren’t going away, but they are evolving. And that’s a good thing. As we’ve seen again and again in reader surveys, focus groups, and content audits we perform to understand what’s working best and what could be improved, the publication is seen as one of the primary benefits to membership. But especially through the pandemic, we have seen some need for associations to shift gears to figure out new ways to get meaningful content to members and to continue to deliver education, thought leadership, and advocacy.  

The pandemic did two things: it upped the need to deliver fast-breaking actionable guidance to members to help them survive and hopefully thrive, and it posed real challenges for delivering this content in a way that was helpful and broke through all the competing noise in everyone’s day-to-day craziness. Magazines can be that calm in the storm. But on their own might not deliver the full scope of what’s necessary. 

A smart content strategy of interrelated offerings, often based around the publication, is how some associations rose to the challenges.  

Sam:  

How can a publication be leveraged as the content needs of members evolve and expand? 

Craig: 

Every association is different. But there are some best practices that maximize the investment in content by getting the most out of the production of any piece.  

Print publications can be used as a central piece of this content hub. They’re great because they offer a deep dive with a longer shelf-life. We sometimes see associations struggling to make the content in the magazine absolutely up to the moment, which sometimes isn’t the right way to approach it. Instead, it’s ideal to use a magazine for what magazines do best. Offer a deep dive, with longer shelf life. 

Plus, there’s the tangibility of it—for many associations, it’s really the only tangible member benefit. But how do you fill the gaps between issues? You have to reach people in ways they are increasingly expecting. 

Let’s say you have a compelling feature or department in your magazine that offers a lot of overarching insight, but in your quarterly publication cycle, for instance, there’s an opportunity to dig deeper into the subject matter or a particular aspect of the subject matter. Does something from an article warrant a follow-up on an online community, or on social? Maybe those follow-up pieces become podcasts, videos, blog posts, or newsletter content. 

Newsletters with content spun off from the pub, deepening and expanding coverage that’s up to date, pointing to related blogs on the website or a standalone news site with content categorized, tagged, searchable, with promotion of related content. Speaking of promotions, these can offer great sponsorship and advertising opportunities to underwrite the production of this content.  

Microsites, news sites, and blogs with expanded coverage from the magazine giving people a reason to return again and again. Perhaps featured articles called out on the main website to drive additional traffic, increase SEO for the primary website, and show prospective members the value of membership. And maybe show advertisers the value of advertising.  

Podcasts aren’t as expensive or difficult to produce as some might think if you go about it the right away. Podcasts can also include video if it’s something members would benefit from.  

Sam: 

You and I are currently producing a podcast series for a client, and while it isn’t simple, we created a super-streamlined process. And the ability to share some of these stories, which are emotionally riveting, goes beyond what the print article does. That print article is great, too, and offers the facts and part of the story and is good on its own. But then people can scan the QR code and launch the podcast to bring the stories to life. 

Craig: 

I know. They’ve been really great, and I know how much we look forward to producing each one. And we figured out how to do it in a way that works with their budget by multi-purposing content. On their own, they can take a lot of time, but when you also get a print story out of it, and an article for a newsletter and blog a post, and social media content, and also promote conversations in an online forum for people to discuss, you’ve taken one project and turned it into multiple projects without one cannibalizing the other and in a way that brings the cost and effort down significantly for producing each one on its own. 

Sam: 

Yes, I think a good example would be coverage of a regulatory or legislative issue. You lay out your stance from an advocacy standpoint in an industry news section of your magazine or a president’s message, but you may want to call attention to it further or spark some member discussion on that topic in the weeks or months between print cycles. Perhaps there’s a vote surrounding a certain issue that you want to make members aware of. So what you’ve provided in the print publication serves as that basis from which you can expand in a more immediate outlet—your newsletter, a blog post, a podcast episode. You can set that topic up for further discussion in your online community or on social media. All of those possibilities coming from one article in your publication. 

Craig: 

Exactly right. You have an article, and that opens the door for more way to deliver content to members from all angles, and by having an informed strategy and a purposeful content calendar, you can achieve this fluidity and consistency to what you’re delivering. 

Sam: 

Regarding social media, let’s talk about effective strategies for associations.  

Craig: 

It always depends on the goals of the social media, of course, but most people would agree that member engagement is the overarching goal, along with member retention, advocacy, and networking. An association’s social media footprint can be its own publication, in a way, and can be managed in the same way. Not by replicating content, but by offering content in a different format and context. Pulling out bite-sized actionable nuggets people can check in on day to day. Promoting a podcast or webinar, say. Sharing a key takeaway from the webinar or podcast. Sharing a quick video. 

Sam: 

So, you just mentioned a content calendar, which is a super important cog in this content machine from a process and efficiency standpoint. We’ll get back to that in a moment, but first, in talking about all of these different content channels through which you can engage your members, what do you suggest for associations to best understand how their members are consuming content? 

Craig: 

We know we’re talking to people who are already delivering valuable content. But, someti mes, there’s a disconnect in maximizing member engagement. That’s why I always suggest doing a content audit, evaluating what’s been delivered and any available metrics, developing a key findings report. The content strategy is really informed by that true deep-dive content audit. 

Sam: 

Now, as promised, we’re back to the content calendar, which is such an important part of implementing an effective content strategy. So, Craig, talk a little bit more about why that is? 

Craig: 

Creating a content calendar can be key to maintaining all these pieces in a way that lets you maximize their value, again by multi-purposing content, creating content that speaks with the same voice, that doesn’t repeat but expands on and deepens content, helping you to reach all different kinds of members in a way that works for them.  

We’ve learned how differently different people engage with content. Some visual. Some text. Some audio. Some long form. Some short form. Some technical deep dives. Some user-friendly and simplified at-a-glance guidance. All of it is beneficial, as long as it reaches member in the right time and place. And offers them what they need, which can evolve over time and so needs to be evaluated and tweaked.  

An editorial calendar to keep all content in harmony, cross-purposing content, cross-promoting content, pushing members back and forth among them. It also can serve as a kind of content dashboard if it’s created properly. We’ve created content calendars that offer all the users of it the ability to see what all is in development, who the writers and contributors are, when and where it’s running, so it’s super easy then to be able to cross-purpose and cross-promote this content.  

Sam:  

We use them all the time with our partners and they do help to keep things running smoothly and efficiently. Let’s just take some time to underscore some of the main points…  

Craig: 

Yeah, it might seem like a lot, but it’s actually simple, systematic, and logical when you break it down.  

You start with an audit to assess your current content landscape and assess, objectively and honestly, what’s working and what maybe is no longer working as well. And from the audit, a content strategy that considers what content delivery vehicles and frequency make the most sense to deliver critical information. And creating a content dashboard and calendar. 

As part of that content strategy, determining the ideal frequency and lineup of the publication to deliver a deep dive into critical topics, delivered in a tactile way to members, supported by a microsite or news site and newsletters with expanded content to fill the space between publications, with additional spinoff pieces such as podcasts and videos, produced by multi-purposing and cross-purposing content you’re already producing. All pushed out through and feeding your social media footprint to keep members engaged. And there are online communities, too, to enable members to connect synchronously and asynchronously, using content you’re producing as talking points for members to discuss, and offering  ongoing insights to inform the creation of new content that can actually make creation of next month’s content easier and quicker.  

Q&A

We received multiple questions from attendees to our chat. Do you have any follow-up questions? The content team would be delighted to speak with you!

Content Marketing 101

You know the feeling—you’re watching a YouTube video when suddenly you’re interrupted by an ad for a product that you would never have any use for. Now, say the video you’re watching is a tutorial, something you can learn from. You’re likely engaged with that content and eager to see more. Maybe you’ll even share the video for your all your friends to see.

This scenario shows us the value of content marketing. Because that paid ad was an unwelcomed annoyance to the viewer, while the tutorial video itself is what the viewer searched for and really wanted to see. Think about how this could apply to your brand. While there is some cost associated with the production and distribution of videos, the value they bring to a relevant audience can create a connection with a customer that often cannot be achieved through traditional advertising alone. So, why not put out high-quality, informative (and branded!) videos for viewers to enjoy and share?

WHAT IS CONTENT MARKETING?

At its core, content marketing is intended to offer something of value that a potential customer will seek out on their own. When a customer returns to your brand again and again—subscribes to your newsletter or follows your brand on social media—you are building a relationship with them. They will come to trust you as a source of information that is valuable and relevant to them, and that trust often leads to conversions and, with any luck, brand loyalty.

When it comes to traditional ad placements, like a TV commercial or a billboard, it can be tough to track conversions or know if you’re reaching your target audience at all. The beauty of content marketing is that by offering valuable information (for free), the right people will see it. And if they like it enough, they will share it on their personal social media channels or text a link to a friend or colleague—essentially circulating your brand’s message for you. Those friends and colleagues are more likely to pay attention to a message they received from someone they know, rather than a message from an unfamiliar brand. And digital channels make it easy to use analytics to measure exactly how successful a given campaign really was. Those insights should inform the content you produce moving forward, so that you’re constantly improving your ROI.

With this in mind, it’s easy to see how important content marketing has become for brands competing in today’s market.

ELEMENTS OF A CONTENT MARKETING CAMPAIGN

Content comes in many forms. We began this article using video as an example, but some other common types of content include:

  • Blogs/articles
  • White papers
  • Case studies
  • Social media posts
  • eNewsletters
  • Podcasts

As we mentioned earlier, the focus of these materials should be to frame your product or service in a way that is interesting and useful to the reader. One famous example is Jell-O’s groundbreaking 1904 idea to print recipe books that showed consumers all the different ways they could incorporate this product into every meal! These recipe books, combined with brand reinforcement from traditional advertising, caused the popularity of Jell-O to skyrocket. Clearly, content marketing is nothing new, but it has risen in popularity in recent years due to the ease of distribution and tracking via digital channels.

If your company or organization offers services instead of products, position yourself as a thought leader in the industry. Show how knowledgeable you are about your services and how those services might align with the goals of your target audience. Help them to envision themselves engaging with your services—just as Jell-O planted the seed in the minds of household cooks across the nation.

Ideally, your content marketing campaign will use most (if not all) of these content types to round out your overall content strategy, which brings us to our next point.

CONTENT STRATEGY

When strategizing a robust content marketing campaign, you’ll want to think about how all the pieces will work together to achieve your goals. For instance, it can be really tough to keep up a consistent social media presence if you’re not producing long-form content (like blog posts) on a regular basis. On the flip side, if you’re writing tons of blogs but not promoting them via social media or newsletters, the chances of your audience finding and reading them are pretty slim.

A successful content strategy is a road map for a customer to follow that leads them to act. So, think about what you want your readers to do or click on, but avoid spammy or salesy language at all costs because readers can see right through it. The content should always be framed in a way that informs and entertains, while keeping your marketing goals in mind. This can be a tricky balance but remember that it’s a marathon—not a sprint—and sometimes starting with small, specific goals is the best approach.

Maybe the goal of your social media post is to get readers to click on a blog link; maybe the purpose of that blog is to improve site traffic. Those are specific goals that aren’t necessarily making any money for you right away, but they are bringing those leads into the sales funnel and nurturing brand awareness. And when you examine the analytics, if you find that your bounce rate is down and time on page is up, those are wins that should be celebrated.

HOW TO THINK ABOUT MARKETING GOALS

A commonly used guide for determining the validity of a marketing goal is to run it through the SMART test. Goals should be:

  • Specific
  • Measurable
  • Achievable
  • Realistic
  • Timely

This same guide applies to content marketing.

THE DIFFERENCE BETWEEN CONTENT MARKETING AND SPONSORED CONTENT

Your content marketing materials can only live on platforms that you control (your website, social channels, or eblast platform). By purchasing a placement for sponsored content, you can get your message out on websites that are more established or already have a strong presence among the audience you’re trying to reach.

If you are already generating content for your own site, you can easily repurpose those articles as sponsored content. So, using a combination of both tactics will give you a lot of bang for your buck. There are tons of ways you can leverage your content to work harder for your brand—that’s all part of your content strategy.

THE VALUE OF CONTENT MARKETING

As you can see, when done right, content marketing can work wonders for your brand. By offering valuable content through varying platforms, you can reach prospective customers in unexpected ways and nurture that mutually beneficial relationship. With high-quality content, consistent sharing, conversion tracking, and a little creativity, your content marketing campaign will set up your brand for success.

What You Need to Know About Lead Generation Right Now

Distilled to its truest form, lead generation encapsulates all activities related to identifying and cultivating potential clients. It allows companies to develop a continuous sales pipeline and establish relationships with organizations or individuals who will, ideally, purchase your product or service.

The growth and success of a business or its campaigns relies on its ability to attract new customers while nurturing customer retention. Lead generation provides a chance to find the right target groups and qualified individuals within those groups.

When is a good time to launch a lead generation campaign?

Lead generation begins after you have identified the types of clients, businesses, and organizations you want to reach with your campaign. By completing this crucial first step, you will not be wasting any time tracking down contact information of people who will not be interested in what you have to offer. 

What is a qualified lead?

A qualified lead will always consist of a person’s job title, email, and phone number. It seems simple enough, but you would be surprised by how easy it is to get this part wrong. By taking the time in the beginning of your campaign to vet a prospect’s contact information, the sales team will know exactly who they’re asking for.

How do you collect qualified leads?

In the 1995 film Heat, Robert DeNiro asks Tom Noonan’s character (Kelso) about the amount of cash on hand at a bank they’re planning to rob. Kelso says, “It comes to you, this stuff just flies through the air, they send this information beamed out over the place, you just got to know how to grab it.”

Now, we’re not condoning bank robbery, but the example above is to illustrate how easy it is to find qualified leads. Most companies and organizations will gladly list their C-level directors, managers, and employees on their websites, as it is good practice to show who you will be doing business with.

There are many avenues through which you can obtain a potential prospect’s contact information. As mentioned, the company’s website is a good place to start. Social media is another effective way to connect. Anyone with a Facebook or LinkedIn account can attest to the power of each of those platforms and their ability to network with like-minded professionals. 

Other ways include perusing a company’s press releases, investor relations updates, or newsletters. Google can also be a powerful tool, as well as programs that you can pay for such as Hunter or Media Radar.

What are some challenges of lead generation?

In your research, you will more than likely come up against plenty of walls. People change and/or leave their respective positions in companies all the time. So, occasionally, the information you are able to obtain might not be current. Phone numbers can also be misleading. Are you calling the corporate headquarters? Or are you calling a regional office? 

That brings us to another important component of lead research, and that is to figure out the correct occupational role(s) that your campaign will focus on. More often than not, marketing, communications, and public relations positions are amorphous, and multiple people might be in the same position.

While the challenges may seem insurmountable, just remember that the benefits will outweigh the negatives. The time you take to research before starting your outreach will save you the headache of having to deal with the ever-present gatekeepers of a company. Asking to speak to a person you do not have a name for will only end up getting you transferredto “Tammy in accounts receivable,” who has just gotten back from vacation, is not mentally prepared to handle your pitch, and will inevitably just hang up on you.

What are the benefits of lead generation?

If all goes well, you will reach people who are ready to buy. A healthy company will always have sales opportunities in the pipeline, and the more leads that convert, the higher your revenue. So, even though it may take some time and effort to identify qualified leads, access their contact information, and then connect with them for a conversation about your product or service, that effort often pays off.In closing, there are no hard and fast rules to follow in lead generation. It is a very cost-effective solution in helping not only grow your business but also build a tighter relationship between your sales team and potential clients.

Farewell, Fragmentation. Hello, Integrated Marketing!

It’s not just another catchphrase: Integrated marketing is a strategic communications approach that brings consistency and coherence to the complexity of creating and delivering valuable messages to your target audience. By definition, integrated marketing refers to the process of aligning and coordinating a marketing organization to deliver a consistent, seamless, customer-centric content experience across all channels. And according to Kantar Millward Brown, integrated campaigns are 57% more effective at building brands. 

Now that we’ve covered what it is, let’s look at how to establish an integrated marketing campaign.

BEGINNING IS AS EASY AS 1, 2, 3

  1. Understand Your Audience: What do they want? What are their habits? What media do they consume, and how do they consume it? You can delve deeper by evaluating what your audience experiences through primary research with market trends, seasonal needs, and historical patterns.
  1. Understand Your Brand: It sounds like a no-brainer, but you truly need to understand how your mission/brand relates to your target audience’s needs to determine the right marketing mix. 
  2. Bring All the Players into Planning: Make sure your internal team and any outside marketing partners are on the same page. 

Once you’ve laid this foundation, you can move onto goals, channels, and more.

DETERMINE YOUR OVERARCHING CAMPAIGN GOAL

Before you consider what channels will be part of your integrated marketing campaign, you must determine the overall goal.

SELECT YOUR MARKETING CHANNELS AND SET GOALS FOR EACH ONE

Utilizing a variety of marketing channels will broaden the reach of your message, and your overarching integrated marketing campaign goal will likely inform what channels you use. Keep in mind different channels have different strengths and weaknesses, and different types of content suit different channels better. Don’t get discouraged if you see one or more channels plateau. Rather, consider any said setbacks as opportunities to add, remove, or test new channels.

DEFINE YOUR AUDIENCE PERSONAS BY CHANNEL

Without knowing the target audiences of your channels, you’ll be shooting in the dark. While there will inevitably be some overlap, you’ll need to understand exactly who you’re talking to on each medium and how you can tailor those specific assets to be the most successful.

IDENTIFY YOUR CHANNEL MANAGERS

Every marketing team differs. You may have different people (or entire teams) in charge of different channels, or one person may be at the helm of it all. Either way, you must determine who specifically will be in charge of ensuring their channel(s) is aligned with the campaign.

This utilizes and fosters expertise on channels (with regard to audience, optimization tactics, posting cadence, reporting strategies, etc.). Because putting one person in charge of all channels may be overwhelming and could cause the content and campaign to suffer, strive to share channel management responsibilities across at least a few people.

CREATE ADAPTABLE MARKETING ASSETS AND CONTENT

As copywriting, graphic design, and other creative processes take center stage, be mindful that one way you can keep your campaign consistent (and ease your workload) is by repurposing content on different channels. Just be sure any creative assets you create and repurpose align with your brand guidelines and are consistent with each other. You might even find it helpful to create a set of brand guidelines for your integrated marketing campaign.

LAUNCH, MEASURE, AND ITERATE YOUR CAMPAIGN

It’s time to put your campaign to work—but that doesn’t mean you’re done! In order to evaluate the success of your integrated marketing campaign, you will want to track metrics of the key performance indicators (KPIs) relating to your overarching campaign goal (e.g. boosting brand awareness, rebranding, new product, etc.). This kind of evaluation will allow you to learn from each integrated marketing campaign and apply insight garnered to future campaigns. 

CONCLUSION

Integrated marketing is about more than just having the same slogan, identity, and brand colors on every marketing channel; it’s about creating a coherent story. When mixed messages are eliminated in your marketing, a unified, seamless experience is created across all channels for your audience.

At YGS, we enjoy analyzing challenges for our clients from an integrated marketing perspective. We’re dedicated to understanding your brand and your target audience so we can provide recommendations and help you craft the right messages, mediums, and mix that will make the biggest impact.

If you have questions about our process or just want to discuss how we can help, shoot us a message.

5 Must-Knows for Marketing Follow-Up

As in personal endeavors, in business strong relationships develop over time and across multiple interactions. Whether your organization is reaching out to current or former customers, or exploring new leads, following up a marketing campaign with outreach is crucial to your organization’s success. That said, there are so many things that can go wrong in the process. To help you optimize your approach, we’re providing guidance on how to avoid roadblocks and drive results through diligent persistence.

1. STRATEGIZE WITH RESEARCH

As Stephen Kodrich, YGS vice president of corporate sales, emphasized, the key to a strategic and optimized sales follow-up process is, “research, research, and research.” It does take time, but rest assured the effectiveness of your campaign follow-up is dependent upon your ability to get to know prospects and to position your organization as a trusted advisor. Doing so allows you to determine if your product or organization is a good fit for their company or profession, and it will also play a major role in establishing trust throughout your communication.

Research also bolsters lead generation accuracy, which is why YGS recently invested in a new search profile tool. The results? As Kodrich explained, “Gone are the days of trying to guess someone’s email domain! Because there is a high level of accuracy in the contact information that is being provided right down to a contacts title, department, number of reports, email, and cellphone, the corporate sales team is now able to feel confident in their lead generation efforts. Just as importantly, the tool allows us to filter keywords like ‘marketing automation,’ so we can proactively understand where an organization might be in the decision-making process regarding a critical initiative.” 

2. ADOPT A MULTIFACETED APPROACH

When it comes to follow-up, many people are tempted to throw in the proverbial towel too soon if initial efforts fail to garner results. Others restrict the chances for ROI by limiting the medium of their method. But as Kodrich said, “Like any campaign, it’s important that outreach is consistent and that it is varied.”

According to SalesForce, it takes six to eight touchpoints to create a real sales lead. Consider using a combination of email, phone calls, and even social media in your campaign follow-up, and strive to keep campaign tactics from being one-and-done. “Remember that a great deal of time as been put forth around the creative campaign content, and follow-up touchpoints need to mirror that approach,” Kodrich said. 

3. MAKE EACH INTERACTION VALUE-ORIENTED

The purpose of the majority of your follow-up communication should be to send useful, valuable information to your prospects. Sharing industry news, connecting prospects with people they’ll find helpful, or inviting them to events they’ll find useful all demonstrate appreciation for and investment in your prospects. Content and information that enable and empower your prospects to do their jobs better is the ultimate way to establish trust. And when your campaign is fashioned to benefit its target audience, “account executives can repurpose campaign content in ongoing outreach,” Kodrich pointed out. “At YGS, account executives highlight specifics in order to emphasize what might be the most applicable topic based on our knowledge of particular accounts.”

4. ENSURE FOLLOW-UP IS HAPPENING  

How do you make sure your sales team is staying on top of the sales pipeline? How do you guarantee your sales team is tracking leads and moving prospects toward a buying decision? After all, proven sales follow-up formulas only work when they are put into play. “At YGS, Salesforce is the sole source of truth when it comes to making the transition from lead to an account,” Kodrich said. “This customer relationship management software allows YGS to keep track of touchpoints executed after each campaign tactic, and a Dashboard report can be generated to highlight where an … executive is in his or her follow-up of each tactic.” Reports maintain a sense of accountability while providing easy-to-digest metrics, which is a win-win for everyone.

“And in order to generate and refine best practices, we also highlight what individual team members are doing in their follow-up during our weekly team meeting,” Kodrich said.

5. BE VERSATILE AND ACTIONABLE

When it comes to follow-up, it’s important to remember all methods are on the table—phone, text, email, snail mail, social media. Use whatever works and recognize that the more touchpoints you use, the better chance you have of staying top of mind. If you utilize different channels and stay polite throughout your communication, you will be able to form relationships that afford responses and close more sales. Contact us to discuss how we can help you leverage market trends and translate them into strategic tactics that generate gains.

Pros & Cons of Using Stock Photos in Your Marketing

mages enhance marketing efforts, and stock photos are widely attainable to license for creative use. They have been around for almost 100 years and are now available all over the internet. According to Shutterstock, some of the most popular stock photos include people, travel destinations, animals, and food. While there’s nothing wrong with integrating stock photos into your marketing collateral, it is important to know when it makes sense to purchase the rights to legally use these professional photographs, and when using stock photos should be avoided. To help you establish best practices, we’ve compiled the following pros and cons.

PROS

FAST AND EASY

Using custom photos requires your organization to hire or assign a photographer, coordinate a photoshoot, and wait for images to be edited. All of this involves a lot of time. Using stock photos requires some vetting but can significantly abbreviate the production schedule of your project.

AFFORDABLE

Hiring a photographer costs money, and not all project budgets can accommodate this kind of expense. Since stock photos typically cost just a few dollars each, they will likely be the more affordable option. Keep in mind you can pay for an individual image or sign up for a monthly membership on stock photography sites.

VERSATILE

Countless photographers from around the world contribute quality images to stock photo sites. The variety of images available for use is vast, and stock photos can be used in many different ways. Finding the most appropriate image for your marketing scope and goals can be as easy and inspiring as typing a keyword and browsing through a library.

PROFESSIONAL

As long as you select a high-quality stock image for use, you can be confident it will look great. You can even choose the image size and file type you want before downloading to ensure your image will work for your purpose. Images for print require a much higher resolution than a social post, for instance, and most stock photo resources offer several versions to choose from based on your needs.

FLEXIBLE

While stock photos can sometimes come off as commonplace, they can be edited and enhanced to look original. This allows you to adapt borrowed content for your specific purposes.

CONS

LICENSING RESTRICTIONS

Even though you’re paying for a stock photo, you still have to follow licensing requirements. Some photos can only be used for editorial use and not marketing purposes, so be sure to read the fine print. Using a photo for purposes not covered in the agreement could have costly consequences.

DIME A DOZEN

There is no exclusivity with stock images, which means competitors could use the same images that you select. This has the potential to undermine your message and make your collateral feel fake or indifferent.

CLICHÉ

Stock photos are often spotted for their lack of originality, and sometimes their triteness even errs on being comedic. You’re only granted seconds to capture your audience’s attention, so be mindful of the first impression stock photography makes before implementing it in your marketing, and always strive for something unique.

WHEN TO USE STOCK PHOTOS

Stock photos could be your best option when you’re pressed for time or need to promote your organization but don’t have the pictures to do so. Just be sure to source your stock photography from a reputable source, and keep in mind that the effectiveness of stock photography depends on how it’s used throughout your marketing content.

WHEN TO AVOID USING STOCK PHOTOS

Because your website should represent your organization’s personality and brand, it’s opportune to use authentic visuals on this platform. You will more effectively communicate your organization’s culture and philosophy by integrating unique photography featuring your specific associates, performance, and products. Since social media is riddled with stock photos, it’s another platform on which using original photos will likely garner increased attention and engagement by demonstrating the unique personality of your brand.

CONCLUSION

When used methodically, stock images can practically and powerfully compliment your marketing. But for reasons indicated in this article, you should steer away from relying on stock photos entirely. Consider hiring a photographer to capture a wide range of content that can be used and reused on your organization’s various marketing channels, and invite your associates to submit photos for use on social media, where candid content generates interest and interaction.

Putting Others FIRST

At YGS, we firmly believe that service to our community and staying true to our principles are of the utmost importance. We begin every company meeting by reaffirming our “FIRST” values—Flexibility, Integrity, Responsibility, Service, and Trust—and every employee makes a strong effort to embody those values daily.

On March 3, (during what we’ve come to affectionately refer to as “the before time”), six female YGS associates (myself included) attended the Junior Achievement Young Women’s Symposium at Lebanon Valley College. We served in a mentorship role, sharing our career journeys with groups of high-school-aged women who were nominated by their schools to participate. Most of the young women were considered to be in the “academic middle”—not the worst students but not the star pupils, either. This group often gets overlooked and underserved.

The ultimate goal was to help those students gain personal and career success skills while exploring varied career options by speaking with us (mentors), listening to guest speakers, and doing practical workshop activities. It was a wonderful experience to bond with these young women, find out where their interests lie, and offer some helpful advice as they navigate their way through this crazy thing called life.

Personally speaking, my favorite part was receiving little notes from the students at the end of the event with sentiments such as “Best mentor ever!” and “Thank you for being understanding, caring, and patient today.” We actually made a positive impact that day. We gave back to our community in a meaningful way. It’s enough to make you feel all warm and fuzzy inside.

And then, a scant few days later, the world seemed to stop. Our lives were all turned upside down. But the needs of our communities have not only remained—they’ve grown. So, now that we’re in a much different environment, how can we continue giving back to our communities in safe and meaningful ways? Here are some suggestions:

  1. Donate to nonprofits, charities, and food banks. These are hard financial times for many of us, but if you can, put some of your funds toward a worthy cause. Be sure to do your research, though, to be certain the funds will be used correctly.
  2. Deliver meals and groceries to the needy. Almost all of us have witnessed firsthand the wonder of contactless delivery, thanks to services such as Grubhub and Uber Eats. Take that idea and run with it! Deliver food to nursing homes, homeless shelters, or even local schools.
  3. Give blood. Blood donations have decreased dramatically since lockdown started. Contact the Red Cross or other donation sites to lend an arm.
  4. Reach out and stay in touch. During these days of such isolation, sometimes the kindest and most selfless thing you can do is simply reach out and let someone—a neighbor, a family member, or an old friend—know that you’re thinking about them and that you’re there if they need you. A call, text, email, or even a conversation through a window or glass door can go a long way toward staving off loneliness.
  5. Volunteer from home. Allforgood.org is a digital hub for volunteerism and community engagement that allows you to search for volunteer projects based on your location. If you’re feeling particularly inspired, you can even host your own project via the site.

Giving back to our communities is more important now than it’s ever been. Take the time to make a difference and put others FIRST.

The YGS Group Upgrades Digital Operations with HP Indigo 12000HD Press and Site Flow

We are thrilled to have the new HP Indigo 12000 HD press at our York facility. And HP has been a tremendous partner to us by promoting this newest printing upgrade through the press release included below. We hope you enjoy reading it!

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The YGS Group, a full-service communications company specializing in commercial printing, has adopted the advanced HP Indigo 12000 HD Digital Press and HP PrintOS Site Flow automation solutions to drive more sophisticated services and higher-impact print.

Operating from its headquarters in York, PA, YGS supplies full communications solutions for large-scale national clients such as associations, corporations, and publishers, using its digital print solutions to deliver strategically tailored content such as association magazines and print pieces with variable data.

A user of several generations of HP Indigo digital presses, YGS is taking a step up with the higher capacity, throughput, and high-definition printing delivered by the 29-inch HP Indigo 12000 HD, with the addition of an HP Indigo 15K value pack.

“We are huge fans of Indigo print quality and continue to embrace any new technology that enhances the quality of the print and the process to deliver the best possible products to our customers,” says Mark Ploucha, vice president, production solutions, The YGS Group.

YGS clients enjoy full design, content, print, and fulfilment services under one roof, enabling the timely and cost-effective launch of communication initatives from concept to in-market deployment. In addition, YGS offers tailored technology solutions for clients and their sales teams, brokers and agents to gain direct access to order inventoried and customized collateral.

The HP Indigo 15K digital press and 15K value pack for HP Indigo 12000 are raising the bar for B2 format printing with new high definition HD print modes, support for thicker substrates up to 24 pt (600 microns), and new high-value, high-impact inks such as premium white and security inks. These offset look and feel presses are now surpassing offset quality with high LPI screens and the new FM print mode that pushes HD imaging technology to its sharpest, smoothest, most detailed image quality.

“Print is a great hand-held medium to get in front of decision-makers, and pairing those printed pieces with digital content makes it possible to create campaigns that maximize impact,” says Jessica Price, managing editor at YGS.

In addition, YGS is rolling out HP’s advanced print automation solution, HP PrintOS Site Flow, to fully automate the ordering, printing and fulfilment process through the storefronts. Site Flow enables print service providers to automate production of thousands of orders per day through automatic order submission, pre-flight, imposition, barcoding, printing, and shipping to customers.

“The automation of storefront to press is a huge advantage that streamlines the process for our clients and reduces direct delivery time to customers,” notes Ploucha.

Blog Best Practices

Without understanding how your blog fits into the bigger picture of your marketing efforts, or without knowledge of the more granular techniques that make a blog successful, you could risk wasting a lot of time on something that will not provide much ROI. Let’s explore the reasons why blogs have risen in popularity among professional organizations, and how you can make your blog as successful as possible.

WHY SHOULD YOUR ORGANIZATION PUBLISH BLOG POSTS?

There are two main reasons for posting blogs on a website:

  1. To position yourself as a thought leader in your industry and to offer useful information to readers, so you can nurture your relationship with them (otherwise known as content marketing).
  2. To improve the value of your website and rank higher on the search engine results pages (a tactic that contributes to search engine marketing, or SEM).

To do either of these things successfully, you need to have a basic understanding of content strategy and SEO. You need writing skills, supportive imagery, and even some good old-fashioned marketing knowledge (understanding your target audience, for example).

WRITING TECHNIQUES FOR BLOGS

  1. Put people first. Any blog that isn’t written with a human reader in mind—with the ultimate goal of offering useful information—likely won’t be of much use to people or search engines. It’s in Google’s best interest to favor the most relevant and reliable information, as it relates to a user’s query. So, think about what your audience might ask, and then answer that question clearly.
  2. Make it easy to understand. Most people want quick and direct answers. Many content management systems incorporate plug-ins (like Yoast) that will automatically assess the readability of your content and offer suggestions for improvement. These plug-ins are largely based on readability formulas like Flesch-Kincaid that look at how many syllables are in a word, how many words are in a sentence, and how many sentences are in a paragraph to determine how easily a reader will be able to understand the content.
  3. Make it easy to skim. Avoid big chunks of text. Incorporate subheads, lists, images, or other visual elements to help break up the information.

SEO TECHNIQUES FOR BLOGS

  1. Think about links. It may be tempting to include links to every website you think about as you write, but too many outbound links will only serve to distract the reader. You want them to finish reading your article—not get sucked into the rabbit hole. Inbound links (meaning links to other pages on your own website) can improve the internal linking structure of your site, which adds SEO value to your site overall. Also keep in mind that the links at the beginning of your blog hold more weight than any hidden below the fold, so try to include an inbound link toward the top of your post if you can. Links to product or service pages are good, but links to other longform content are better.
  2. Make anchor text obvious. The words you use for links should always indicate where the link is directing to. Words like “click here” don’t tell the reader (or Google) exactly where that link will lead them. So if you’re linking to a chicken soup recipe, use “chicken soup recipe” as your anchor text.   
  3. Use primary keywords. Of course “keyword stuffing” is an outdated SEO technique (that could actually do more harm than good now), but you do want to still incorporate keywords into your content in a natural way. Without keywords, Google will not be able to identify what the content actually covers. Keep in mind that keywords in headings hold more weight than keywords in body copy.
  4. Use secondary keywords. In order to assess how thorough a story is, Google will look for supporting words that they expect to see in connection with the primary keywords. For example, if you wrote a blog about Gordon Ramsay but didn’t mention “chef,” “restaurant,” or “food,” you might not be covering the topic very well in the eyes of search engines—or humans.
  5. Do keyword research. There are tons of tools that can show you what keywords your competitors are using, how many people search for those words, how many results already exist for that word (to gauge competitiveness), and that offer suggestions for related search terms you can incorporate into your content to make it the best it can be.
  6. Update old content. But don’t change the URL. Google wants to show people the most current and accurate information, but pages do accumulate value over time. Changing the URL will reset the value of that page, making you lose out on the longevity factor. Updating old posts can sometimes be more beneficial to your SEO than creating a new post.

STRATEGY TECHNIQUES FOR BLOGS

  1. Choose topics wisely. As we mentioned earlier, you should always be thinking about the value your content is offering to the reader. Are you answering a question? Will they learn something? This is not to say you must only write about products or services. Your blog can be a great place to showcase your company culture to prospective employees (who are likely a segment of your audience). Just make sure you know whom you’re talking to and why they might care about the content.
  2. Get other sites to link to your blog. If you write something good enough for another site to cite it as a source, that tells Google that you have thorough and reputable information on the page—and you will be rewarded in the SERPs (search engine result pages). Some SEO professionals will pitch their blogs to related companies to gain these links or strike deals for guest blogs.
  3. Share your blogs. Use social media and email marketing to get your content out there! The more readers you have on the page, the more valuable it becomes.
  4. Measure the results. Just as with any marketing tactic, there’s no point in doing it if it’s not performing. Track how many views your blogs get, how long people stay on the page, if it’s being shared, where people click—the more you understand your readers’ behavior, the better you can adjust your approach moving forward. Plus, tracking these metrics will show the leaders of your organization just how valuable the work is.

NOT AS EASY AS IT SEEMS, BUT MORE IMPORTANT THAN IT SEEMS

Sure, generating high-quality content from scratch takes a lot of time and effort. But not doing so will put you at risk of failing to have a substantial digital presence. If you can’t take on a full-fledged content marketing campaign yourself, try outsourcing to a trusted digital marketing vendor.YGS is here to answer your content marketing questions and set you up with the services that will bring your efforts to the next level. Reach out if you’d like to connect!

The Print Terms You Need to Know

When it comes to print terminology, there are a lot of words to know. So many, in fact, that you likely don’t need to know all of them in order to make informed decisions about printing techniques for your association’s magazine or other printed materials.

Here are some of the key terms to know, and the applications where they might be most appropriately used. Familiarizing yourself with this language will help you understand the options for your printed materials and more effectively communicate with your account manager or sales representative to get the end result you want—whether that’s creating something brand new or jazzing up your existing member offerings.

PRESS TYPES

Offset vs. Digital: Both offset and digital printing presses produce high-quality results that can be color-matched for consistent branding. Additionally, a variety of substrates (materials) can be used on either type of machine. The main factor in determining which press is most appropriate for a job is the quantity or size of the job.

  • Offset: Also called “lithography,” offset printing is when large aluminum plates transfer an image onto a rubber “blanket” that is then transferred onto a sheet of paper. Offset requires a longer production time but is the best option for large jobs.
    • When to use it: Offset can be more cost-effective for large jobs. In some cases, large sheets (for larger signatures) won’t even fit on a digital platform, making offset the only option.
  • Digital: Digital presses function more like an ink-jet printer. While digital presses used to produce lower quality results, the new HP Indigo presses are dot-structured like an offset, so you no longer sacrifice quality when you opt for a digital print. There are also digital presses with scanners incorporated for accurate color matching. And because they’re digital, they function well with custom lists of information, such as addresses, names, or codes. Digital prints can be produced quickly and are often more appropriate for small jobs.
    • When to use it: Ideal for small runs, quick turnaround work, or when variable data is needed.

SPECIALTY GRAPHICS AND WIDE-FORMAT

  • Specialty Graphics: At YGS, specialty graphics covers a wide range of products that can be printed on a variety of substrates. Some examples include signage, banners, and even vinyl wraps for floors, walls, or windows.
    • When to use it: Great for conference or event displays, seasonal displays, storefront branding, or eye-catching signage around the office.
  • Wide-Format: This is a type of specialty graphic that is classified as anything printed on a large scale. The maximum size is 8.8′ x 10′ for rigid substrates and 82″ for roll-fed substrates. Anything larger than that can be pieced together during installation.
    • When to use it: While specialty graphics themselves can be as small as a window cling or magnet, wide-format is most appropriate for banners, signs, or wall coverings.

MATERIAL TERMS

  • Substrate: Any surface or material that is printed on.
  • Bulk/Caliber: Thickness of paper (or other substrate) relative to its weight defined in the following measurements:
    • Thousandths of an inch (mils or points)
    • Thousandths of a millimeter (microns)
    • Pages per inch (ppi)
    • Pages per centimeter (ppc)
  • Text weight: A thinner caliber paper predominantly used for magazine pages, flyers, brochures, etc.
  • Cover weight: Thicker paper that can be used for book/magazine covers, post cards, pocket folders, etc.
  • Coated vs. Uncoated Paper: Paper comes from the manufacturer either coated or uncoated.
    • Coated Paper: Paper that is manufactured with a coating of clay or other substance that improves reflectivity and ink holdout. Coated paper offers excellent color, smoothness, print definition, and opacity, and is available in different sheen options. Some of the most common finishes are:
      • Gloss: shiny appearance for crisp graphics.
      • Matte/silk: a less-reflective surface for easier reading.
    • Uncoated Paper: Paper with a raw finish that is manufactured without any coating. Also known as offset paper, this stock has a more natural look for printing and is commonly used for books, letterheads, envelopes, notepads, and many other products.

EMBELLISHMENTS

Effects that are added during the printing process, including foil-stamping, embossing, and spot UV coating.

  • Finishes: Finishes are applied to printed products to enhance the printed piece by making them more durable, elegant, or to highlight an area that catches a reader’s attention. Finishes can add a glossy, silk, or matte effect. Finishes can be added for protection or to enhance the end result of the product.
    • UV Coating: A liquid resin that provides protection with a high gloss or matte finish coating. This can be applied as a flood coating to enhance the entire sheet or as a spot coating to bring the reader’s eye to a specific image. This technique is applied using a special machine and cannot be applied on a regular press.
    • Film Lamination: A thin transparent plastic sheet coating that is applied as full coverage to a thick stock to provide protection from liquids and heavy use. There are different types of laminations available that range from glossy to matte finishes. Some laminations can offer a textured feel, giving a tactile appeal. These are applied with an off-line machine and must cover the whole page (cannot be spot applied).
    • Aqueous: A liquid coating done on the offset printing press itself. This coating floods the entire page and can be done in gloss, silk, or matte.
  • Embossing: A technique of pressing into paper to create a raised image. This technique can be combined with foil (known as foil embossing), which presses a metallic coating onto an image or word, so that it stands out in its texture, color, and sheen.
    • When to use it: Embossing works great for putting logos or other graphic emblems on cover-weight paper. It can also be used to add a textural element to words on direct mail pieces or other items that would use a thick paper.
  • Die Cutting: Cutting a shape or pattern into paper to enhance the end result of the product.
    • When to use it: Die cutting can be a fun design element to add interest to postcards other promotional materials printed on cover weight. It’s commonly used for pocket folders and brochures or items that need to be cut, folded, and assembled together.

MAGAZINE ASSEMBLY

  • Signature: A single sheet of paper that is printed front and back, then folded to become a series of paginated pages of a book or magazine, usually in multiples of four.
  • Perfect Bound: A type of binding that uses glue and a flat spine that can be printed on. It’s most appropriate for thicker magazines with many pages.
  • Saddle Stitch: When a magazine is bound with staples along the fold. This style can’t have printing on the spine and is best for shorter magazines.
  • Shrink Wrap: A thin gauge of clear film that is shrunk tight around something to:  
    • Protect the printed product
    • Seal boxes shut
    • Collate sets, such as notecards or books held together in sets of 10, etc.
  • Polybagged: When a magazine is wrapped in clear plastic for mail. This technique protects the magazine and is perfect for keeping inserts or other loose pieces intact. It uses a thicker gauge, heavier plastic that’s approved for mailing.
  • Belly Band: A narrow slip of paper that is wrapped around the outside of a magazine. These are typically used as advertising space but can also be used to bring attention to a key piece of information that is found inside the book.

There you have it! This quick guide to print terms will help you understand the differences between techniques, when they’re most useful, and how they can apply to your printed communications materials.If you’d like to learn more about any of the options listed in this article, reach out to us!

YGS Achieves G7 Certification

YGS achieved G7 certification through Idealliance, bringing brand color consistency and validation across multiple printing platforms and processes.

Because color plays such a critical role in design and printing, YGS customers can always be confident that colors will be reproduced perfectly on every project. YGS understands the significance of the G7 certification as a key milestone toward delivering the best possible design and print service for its clients.

Vice President of Production Solutions Mark Ploucha said of the achievement, “Getting the G7 certification gives us peace of mind knowing that YGS now provides the most consistent and repeatable color values across multiple print platforms—conventional or digital.”

The G7 System Certification Program is designed to align all devices, substrates, and inks. To become certified, printers must undergo the thorough technical process each year, which evaluates the ability of a software system to calibrate a printing device to meet the G7 grayscale definitively using four 1-D curves. Utilizing a G7-certified system ensures the ability to operate a consistent G7-managed workflow, which increases efficiency and minimizes the potential for any mistakes.

The G7 certification also adds value to YGS’ design offerings. From that perspective, Senior Art Director Mike Vucic believes it’s a significant achievement: “We are now in an even better position to deliver exactly what our clients expect—crisp, branded design that always translates into a pristine, consistent product, no matter the print method.”

Idealliance, which established the certification program and process, is a not-for-profit membership organization that develops standards and best practices to enhance the end-to-end digital media supply chain. Connect with us at theYGSgroup.com/connect to learn more about how YGS can help you deliver consistent, stunning print products to your audiences.

Tactful Blogging: Implementing Keywords and SEO for Engagement and Conversion

Cranking out content that seems intuitively relevant won’t yield the results you’d get from taking a more strategic approach to your content marketing plan. Let’s explore some of the techniques to use when building your blog topic calendar.

CHOOSING YOUR TOOLS

Ideally, you’ll want to use a combination of several tools when conducting keyword research and choosing blog topics. A good content strategist will know how to take insights from several different tools and apply their knowledge of the unique client and industry to identify the perfect angle for a topic that will cut through the noise and strike audiences just right.

SHORTTAIL VS. LONGTAIL KEYWORDS

Before we dive into the specifics of SEO tools, let’s define some keyword terms you’ve likely come across in your research.

  • Shorttail Keyword – A one- or two-word phrase. These tend to have higher search volume with less specificity.
  • Longtail Keyword – Three- to five-word phrases. These have lower search volume with higher degrees of specificity.

TYPES OF TOOLS

There are different kinds of keywords, and there are comparatively different kinds of tools that can be used—in combination with critical thinking—to make the best decisions about the direction of your longform content.

  • Keyword research tools like Moz and SEMrush will help you identify which words competitors are using (and ranking for) on their sites. That knowledge will show you where the opportunity lies, because you can more easily see the areas of differentiation between your brand and your competitors. Can you compete directly in an area? Or perhaps there’s a niche for you to fill.
  • Content research tools like answer the public can show you how certain words are being used in longtail search queries. Many queries may not be relevant to your brand, but using these tools are a great way to spark ideas that might just gain some traction!

QUALITY OF TOOLS

With tons of tools on the market, it can be tough to know which to choose. Here are some facets to consider as you select your tools:

  • Range – Does the tool pull from a range of search engines? Use different algorithms? Measure a range of users?
  • Accuracy – How current is the information in the reports? Does the tool update monthly to keep pace with search engine upgrades?
  • Organic vs. Paid – Does the tool show insights for both SEO and ad results? Depending on your overall campaign, you likely will need to see results for both and have a tool that can offer those results.

REMEMBER: TOOLS AREN’T EVERYTHING!

There’s no single tool that will tell you the best way to reach your audience. It’s important to remember that tools are just that … tools. They’re meant to give you (the human) information that will help you make an informed decision about a strategic direction forward. But there will always be an element of human intelligence required.

Before you even begin your keyword research, you should gain a deep understanding of your client, their industry, and how they stack up against competitors.

REMEMBER: SEO ISN’T JUST ABOUT KEYWORDS

Everything affects SEO: the links on your page, the images you choose, the meta data added … even how the site is built will impact the effectiveness of your blog’s ability to compete on the Search Engine Results Pages (SERPs). So, the best content marketing plans are a collaborative effort across your writing, design, technology, and sales teams.

A FINAL OBSERVATION

Even though extensive keyword and industry research may not sound exciting, completing both of those steps before outlining a content plan can help generate ideas you might not have thought of otherwise. So not only will your content be more relevant and effective but rolling out a research process before you begin your planning will prevent the dreaded writer’s block or topic fatigue. Industries are always changing. There are always new angles to explore. But the only way you’ll know what’s trending is by digging into the data a little bit. And doing so will provide the satisfaction of knowing that there is real purpose behind your content as it serves to help you reach your goals.

Messaging Platforms Are Essential for Effective Content Marketing

Your organization’s messaging must be consistent, align with your brand, and represent your purpose with clear, compelling language—especially as it pertains to your content marketing strategy. To ensure that all of these objectives are met, you’re going to need a messaging platform.

STAY TRUE TO YOUR MISSION

Although using a messaging platform is encouraged for your organization’s overarching voice, adapting it to your content marketing plan is key to connecting more directly with your audience. Your ultimate goal is to build relationships with current and potential customers and then improve engagement through trust over time.

So where do you start when creating a messaging platform for your content marketing? Your brand message. What is central to your brand that you must communicate? Specific language surrounding your brand—words you know connect with your audience in blogs, videos, website, etc.—should be detailed in your messaging platform.

CONSIDER YOUR VALUE PROPOSITION

If your value proposition includes clear language from an overarching messaging platform, that’s going to work positively toward gaining and retaining more customers.

In your content marketing, that value proposition has to translate seamlessly. By delivering thought leadership articles, blog posts, webinars, case studies, social media posts, and more with specific language that touts your value, your content marketing further reinforces your position as an essential industry player.

WHAT’S YOUR DIGITAL MESSAGING?

Another aspect of your content marketing messaging platform to consider is the avenues in which you’ll look to engage your audiences. Depending on your audience and the channels through which you aim to engage that audience, your messaging platform may call for certain language.

Are you looking to reach customers through social media and other digital outlets? Considering the average attention span is reported to be as short as 8 seconds, it may be best to deliver meaningful content in quick-hit fashion. So, again, clarity is important, and longwinded explanations may not be an option if you want your message to resonate.

Then, in considering your content marketing’s purpose, how do you want your audience to act? Have you included areas in your digital content that are easily noticeable and clickable, leading to some sort of call to action? Have you thought about SEO and how you reach audiences outside of your existing database? All of these questions need to be considered when creating a messaging platform for digital content.

CREATING YOUR MESSAGING PLATFORM

So now that the greater purpose of a content marketing messaging platform has been outlined, your organization can begin creating one. Who should be involved? The short answer: everyone. From your C suite and management team to your third-party marketing services vendor and your customers themselves, several discovery sessions should guide your thinking and lead to a thoughtful, cohesive approach to your messaging.

Getting external input can identify a unique perspective you may not have previously considered. Marketing vendors are experts at what they do. Do not let these resources go untapped.

Content marketing is all about creating trust, building relationships, and getting your audience to act. By implementing a well-thought-out messaging platform specific to your goals and your audience’s needs, communicating your value becomes easy. And that leads to customer engagement, more robust growth, and ultimately, more revenue for a healthier bottom line.

Need help creating and implementing a messaging platform, whether for a specific marketing initiative or your overall content strategy? Connect with us to understand how to best build your messaging platform to better, more consistently engage your audience.

Avoiding 7 Pitfalls of Social Media Marketing

Social media is a valuable and necessary marketing tool for associations. In fact, it’s one of the best ways to increase awareness and connect with your audience. It can also help you generate leads and grow your membership—if you do it right. To help set your association up for social media success, we’re identifying some pitfalls and offering ways to address them.

1. Operating Aimlessly

Proper strategic planning is critical to the success of your association’s social media marketing. Chances are your association is juggling multiple social media channels, so taking the time to make and adhere to a content schedule will not only keep your social media presence organized, it will also maximize your content’s reach. Be sure to align your social media efforts with your overall marketing strategy, and set measurable goals and Key Performance Indicators (KPIs) to gauge success.

2. Overextending Your Ambitions

Though at face value it might seem necessary for your association to be on every social media channel, it isn’t—especially if your association is just beginning to build out your social media presence. Keep in mind not all channels will make sense for your association or industry. Once you determine which channels fit your target audience best, you can get in a rhythm of posting regularly and then consider expanding. If and when you do expand, be sure to remember that the content your followers want to see will differ depending on the platform.

3. Losing Your Way

Make no mistake—potential members are investigating you on social media, and they may go elsewhere if your profiles lack information, activity, or a clear sense of your mission. Being consistent on social media with regard to both brand identity and posting frequency is crucial. If your association branding is inconsistent across social media platforms, it’s harder for people to recognize—and that can make them feel unsure about your association. Additionally, leaving your association’s social media account dormant for days or weeks stifles engagement. This engenders a vicious cycle wherein the social media algorithms that position your association’s posts in a user’s feed based on relevancy are negatively affected. How can you avoid this pitfall? Dedicate an employee to managing your social media. This will ensure the same brand voice is implemented in all messages, regardless of the platform. It will also make the responsibility of posting at least a few times per week in order to reinforce awareness and build your following manageable.

4. Being Robotic

While robots have their advantages, they have no place in social media strategy. In fact, one of the worst mistakes to make on social media is coming off as a faceless association with zero personality. In this age of transparency, prospective and current members want to get to know your association on a more personal level. Humanizing your association on social media will make it more relatable, meaningful, and interesting. So, don’t be afraid to communicate in a casual tone or even crack a joke if/when appropriate.

5. Forgetting the Social in Social Media

By virtue of its very essence, social media is not a one-way street. To be successful and build a following that matters, your association has to be social! One of the benefits of social media is that members can now interact with associations rather than simply being given a message, as with traditional marketing. Take advantage of this and engage your audience in a way that is immediate, thoughtful, and honest. Like and share relevant posts and articles from others on Facebook. Retweet. Ask and answer questions. Thank people for commenting on and/or retweeting your posts. Overall, seek relationships rather than followers—but don’t limit your interaction to people who follow you. Pay attention to trending topics, industry hashtags, and (when possible) what prospective members are posting. Interacting with these areas will help increase your following, forge relationships, and establish your association’s voice in the industry.

6. Using Social Media as a Sales Platform

Social media can help you build your association and engage with your audience, but it’s not the place to incessantly pitch your services. You will be more successful retaining followers and attracting new ones if you add value by providing relevant information to your audience. Share industry articles and your own blog posts, and utilize this more informal space to display your association culture.

7. Failing to Track Analytics and KPIs

Your association’s social media should be treated the same as other marketing activities, which means you should be setting key performance indicators (KPIs) and goals, and tracking the results. There is an increasingly high level of analytics behind social media channels, so be sure to keep a close eye on your in-platform social media analytics (such as Facebook Insights and LinkedIn Analytics). In addition, consider making use of one of the many third-party social media tracking tools to help measure success and gain additional insights.

Keep in Mind

There’s no turnkey solution for improved social media presence, but there are strategies to help you build social accounts primed for engagement. An awareness of pitfalls will help your association avoid them and free you to plan, develop, and implement strategies that foster growth. Interested in discussing ways to use social media for your unique association goals? We’re here to help your association achieve an enhanced online presence!

Keep Connections Going

Let’s face it: We’ve all learned much more than we ever cared to learn about virtual event and video conferencing platforms over the past 12–15 months. Not all that we’ve experienced during that span of time has been for naught, though. Virtual events have given meeting planners the benefit of transitioning attendees from a general session to a networking break with the click of a button.

As events industry professionals, you are tasked with creating an experience for attendees that is primarily informative and educational, but also engaging and fun. Here are some tips to encourage attendees to connect with one another throughout the course of your virtual event.

1. Create opportunities for like-minded attendees to connect.

From a large session, create breakout rooms or another space for attendees to connect with others who share the same viewpoint on an industry topic or who have experienced a common problem. These small groups will bring your event to life by providing opportunities for natural conversation, answers to questions, and mingling.

2. Walk a mile in your attendees’ shoes.

It’s likely that your attendees have already participated in endless hours of online presentations and other meeting content leading up to, and possibly following, your scheduled networking event. Keep your networking event engaging and interactive! Virtual solutions for escape rooms, trivia nights, workouts, or meditation breaks are great ways to break up or end the day. With a little extra preparation before your event, attendees could connect for a cooking demonstration, mixology session, or wine tasting.

3. Extend your reach.

Consider opportunities that have a life beyond your 30-minute scheduled break. Virtual fitness challenges and platform gamification are great ways to give your attendees a reason to connect—and generate some friendly competition—with one another. Winners of these types of opportunities could be announced during a networking break.

4. Encourage attendance.

Incent participation by offering virtual gift cards (think meals, coffee, etc.), which are straightforward to purchase in bulk online and distribute using just the attendees’ email address. With a little extra preparation, tangible deliveries (physical gift cards, mixology kits, or meeting/work from home essentials) can be in attendees’ hands prior to the networking event.

5. Keep presentations short and sweet.

If your networking event includes the delivery of a presentation, try to keep the one-sided conversation component(s) short. Give your attendees as little reason as possible to mentally check out. If you have to present a slide deck, make sure that your content per slide is limited to just a few words, and present one idea at a time. This will aid in keeping attendees from reading ahead rather than listening to the broader concept(s) you’re presenting.

If you need any assistance with planning your virtual event, don’t hesitate to contact us. YGS is here for you!

Messaging Platforms Are Essential for Effective Content Marketing

Your association’s messaging must be consistent, align with your brand, and represent your purpose with clear, compelling language—especially as it pertains to your content marketing strategy. To ensure that all of these objectives are met, you’re going to need a messaging platform.

Stay True to Your Mission

Although using a messaging platform is encouraged for your association’s overarching voice, adapting it to your content marketing plan is key to connecting more directly with your audience. Your ultimate goal is to build relationships with current and potential members, policymakers, media outlets, and the public, and then improve engagement through trust over time.

So where do you start when creating a messaging platform for your content marketing? Your mission. Associations are mission-focused, and ignoring that organizational cornerstone in your messaging would be a massive oversight. What is central to your mission that you must communicate? Specific language surrounding that mission—words that you know connect with your audience in blogs, videos, publications, etc.—should be detailed in your messaging platform.

Consider Your Value Proposition

According to research conducted during the past year, 42% of associations stated that having members understand their value proposition leads to increased net membership. So, if your value proposition includes clear language from an overarching association messaging platform, that’s going to work positively toward gaining and retaining more members.

In your content marketing, that value proposition has to translate seamlessly. Your association is unique in that it serves the educational, networking, and advocacy needs of a specific group of industry constituents. By delivering thought leadership articles, blog posts, webinars, case studies, social media posts, policy position statements, and more with specific language that touts your value in those member benefit areas, your content marketing further reinforces your position as an essential industry influence.

What’s Your Digital Messaging?

Another aspect of your content marketing messaging platform to consider is the avenues in which you’ll look to engage your audiences. Depending on your audience and the channels through which you aim to engage that audience, your messaging platform may call for certain language.

Are you looking to reach potential members through social media and other digital outlets? Considering the average attention span is reported to be as short as 8 seconds, it may be best to deliver meaningful content in quick-hit fashion. So, again, clarity is important, and longwinded explanations may not be an option if you want your message to resonate.

Then, in considering your content marketing’s purpose, how do you want your audience to act? Have you included areas in your digital content that are easily noticeable and clickable, leading to some sort of survey or membership recruitment page? Do you have a clear call to action? Have you thought about SEO and how you reach audiences outside of your existing mailing list? All of these questions need to be considered when creating a messaging platform for digital content.

Creating Your Messaging Platform

So now that the greater purpose of a content marketing messaging platform has been outlined, your association can begin creating one. Who should be involved? The short answer: everyone. From your C suite and membership team to your third-party marketing services vendor and your members themselves, several discovery sessions should guide your thinking and lead to a thoughtful, cohesive approach to your messaging.

However, the two groups that should be emphasized are the third-party vendor and your members. Getting that external input can identify a unique perspective you may not have previously considered. Marketing vendors are experts at what they do, and members know exactly why they value your association. Do not let these resources go untapped.

Content marketing is all about creating trust, building relationships, and getting your audience to act. By implementing a well-thought-out messaging platform specific to your goals and your audience’s needs, communicating your value becomes easy. And that leads to greater member engagement, more robust membership growth, and ultimately, more revenue for a healthier bottom line.

Need help creating and implementing a messaging platform, whether for a specific marketing initiative or your overall content strategy? Connect with us to understand how to best build your messaging platform to better, more consistently engage your audience.

4 Surefire Ways to Understand Your Members’ Needs

It’s one thing to know what association members generally look for in membership—advocacy and opportunities for education and networking. But taking a thoughtful, strategic approach to understanding exactly what your members want can make them feel truly engaged and lead to long-term membership retention and growth.

Conduct Impartial Surveys

Not sure how to better understand your members’ needs? One of the easiest ways is to simply ask them. First, identify your survey’s focus; it could be as broad as membership satisfaction or something more deliberate, such as a publication readership survey.

Once you’ve set a clear objective, keep the survey short and simple with specific answer choices and give it a test run with your board or staff to ensure its potential effectiveness. After any refinements have been implemented, make it available to members and promote it on your website, through emails, on social media, in your newsletter—wherever you get the most member engagement.

Finally, share the results with your full membership. This creates opportunities for additional feedback and content for your next survey, and it provides members with a benchmark or comparison with what other members are looking for from you.

Spark Discussion with an Online Community

An online community is a group of people with a shared interest who use the internet to communicate with each other. Your association already has this group of people, so creating an online community can be an easy way to get your members talking about important topics in your industry.

Online communities can go a long way toward creating increased value in membership. Members are provided with an open forum to discuss topics with each other, rather than relying on your singular guidance or other one-way exchanges of information.

Platforms such as Higher Logic can give associations a unique place to encourage engagement between members, but why not just create a free Facebook or LinkedIn group for your members? First off, platforms such as Higher Logic afford you more control over how members access your community, providing an incentive to actually be a member to join the discussion. Additionally, you can create a more secure environment that better protects your members’ privacy; and within that trustworthy environment, you can gain access to specific data about your members to create a more tailored member experience. With a social media platform, you may not have access to that type of data.

Connect Content to Communities

One aspect of creating an online community that creates further engagement is the ability to tie your publication content to it. Your association likely has a print or digital publication or, at the very least, a newsletter that delivers pertinent content directly to your members. By having an online community, you can further leverage that content to spark discussions on specific subject matter.

Your association can also get a feel for which subject matter is most important to them. Is one article getting significantly more engagement and spurring more conversation than others? Perhaps that could lead you to explore the topic more deeply and create more curated content around that topic. Your online community can help you gain a greater understanding on what’s truly important to your members.

Online communities can also be great platforms to get direct feedback from members. You can survey your members through online communities to get real data about your content and its effectiveness. For instance, ask members directly whether articles in the latest issue of your magazine were useful? What articles left something to be desired? Your members’ direct responses can be key in creating more meaningful content for them in the future.

Offer Job Listings

If the last year-plus has taught us anything, it’s that unforeseen circumstances can render job security at risk and, thus, create hesitation as potential members look to join or current members consider renewing. So, to create another thread of value to those uncertain about being a member, list industry job posts on your website and/or in your online community.

Although member companies aren’t necessarily expecting you to promote their openings, your association can offer greater reach for them and help to attract qualified candidates. Say a member is looking for a new position in the industry. That person can get access to the right position at the right company through your job listings, which encourages buy-in from both that person and that company, leading to greater incentive to renew. You’d be offering greater value to multiple membership decision-makers and showing that you understand having a job may be a member’s greatest need.

Strategize and Deploy

Understanding what your members need is key to building—and maintaining—a robust, diverse membership. Offering varied ways to boost the value of membership can in turn improve how current and potential members perceive and value your association.

Working with a knowledgeable, experienced partner to determine which methods yield the best outcomes for you is an effective first step toward understanding your members’ needs. Connect with us to strategize and deploy these tactics today to build a stronger, more engaged membership.

Tactful Blogging: Implementing Keywords and SEO for Engagement and Conversion

As we covered in our post about blog best practices, cranking out content that seems intuitively relevant won’t yield the results you’d get from taking a more strategic approach to your content marketing plan. Let’s explore some of the techniques to use when building your blog topic calendar.

Choosing Your Tools

Ideally, you’ll want to use a combination of several tools when conducting keyword research and choosing blog topics. A good content strategist will know how to take insights from several different tools and apply their knowledge of the unique client and industry to identify the perfect angle for a topic that will cut through the noise and strike audiences just right.

Shorttail vs. Longtail Keywords

Before we dive into the specifics of SEO tools, let’s define some keyword terms you’ve likely come across in your research.

  • Shorttail Keyword– A one- or two-word phrase. These tend to have higher search volume with less specificity.
  • Longtail Keyword– Three- to five-word phrases. These have lower search volume with higher degrees of specificity.

Types of Tools

There are different kinds of keywords, and there are comparatively different kinds of tools that can be used—in combination with critical thinking—to make the best decisions about the direction of your longform content.

  • Keyword research tools like Moz and SEMrush will help you identify which words competitors are using (and ranking for) on their sites. That knowledge will show you where the opportunity lies, because you can more easily see the areas of differentiation between your brand and your competitors. Can you compete directly in an area? Or perhaps there’s a niche for you to fill.
  • Content research tools like answer the public can show you how certain words are being used in longtail search queries. Many queries may not be relevant to your brand, but using these tools are a great way to spark ideas that might just gain some traction!

Quality of Tools

With tons of tools on the market, it can be tough to know which to choose. Here are some facets to consider as you select your tools:

  • Range– Does the tool pull from a range of search engines? Use different algorithms? Measure a range of users?
  • Accuracy– How current is the information in the reports? Does the tool update monthly to keep pace with search engine upgrades?
  • Organic vs. Paid– Does the tool show insights for both SEO and ad results? Depending on your overall campaign, you likely will need to see results for both and have a tool that can offer those results.

Remember: Tools Aren’t Everything!

Ther’s no single tool that will tell you the best way to reach your audience. It’s important to remember that tools are just that… tools. They’re meant to give you (the human) information that will help you make an informed decision about a strategic direction forward. But there will always be an element of human intelligence required.

Before you even begin your keyword research, you should gain a deep understanding of your client, their industry, and how they stack up against competitors.

Remember: SEO Isn’t Just About Keywords.

Everything affects SEO: the links on your page, the images you choose, the meta data added…  even how the site is built will impact the effectiveness of your blog’s ability to compete on the Search Engine Results Pages (SERPs). So, the best content marketing plans are a collaborative effort across your writing, design, technology, and sales teams.

A Final Observation

Even though extensive keyword and industry research may not sound exciting, completing both of those steps before outlining a content plan can actually help generate ideas you might not have thought of otherwise. So, not only will your content be more relevant and effective but rolling out a research process before you begin your planning will prevent the dreaded writer’s block or topic fatigue. Industries are always changing. There are always new angles to explore. But the only way you’ll know what’s trending is by digging into the data a little bit. And doing so will provide the satisfaction of knowing that there is real purpose behind your content as it serves to help you reach your client’s goals.

Lifetime Membership Boosts Revenue Beyond Dues

When it comes to welcoming new members to your association, it can be easy to focus on getting that first dues payment. But a smarter way to think about it is to consider the value over the entire lifetime of membership. This metric is called lifetime value (LTV).

How to Calculate Lifetime Value

The traditional formula you can use to calculate LTV is:

(dues + non-dues revenue) x average tenure = LTV

But truly understanding LTV isn’t quite that simple.

The Value of Participation

It can be tougher to put a dollar figure on some of the other ways members bring value to your organization. Consider participation. When members are engaged with your association, you bring more value to exhibitors at trade shows or events. When they read your publication and your ads lead to conversions, that ad space becomes more desirable to advertisers.

Engaged members may provide you with content for your magazine or website that you’d otherwise have to pay for. And just think about how much that could add up over years (or decades) of membership. If all goes well, your communications channels can either pay for themselves or even turn a profit for your association. So, there very well could be funds that are not being counted in your non-dues revenue.

Tracking Membership Retention

Your association should monitor membership metrics routinely. Some of the key metrics to watch include growth, retention, and segments.

Association Membership Growth

You likely are already pretty focused on this metric. And you probably already know that the

best way to attract new members is to understand their wants and needs, and offer member-exclusive opportunities and benefits that are relevant and meaningful.

Association Membership Retention

To retain existing members, you’ll need to continue meeting the needs of your members in innovative ways. When it comes to measuring retention, there are some different ways to break down your findings. Some things to look at are:

  • Average membership tenure
  • Membership types, or shifts in membership type

The more you can understand these specifics, the better you can make informed decisions about your membership offerings.

Association Membership Segments

By paying attention to the types of members that have spent the longest time with your association, you may be able to gain some insights as to who your audience is, and where the potential lies for recruiting new members.

Membership Relationships Are Invaluable

There are monetary reasons why membership retention pays off, but you can’t put a price on the rewards of long-term relationships with members. The longer a member is in your association, the more networking opportunities they’ll have. There will be more education opportunities, more information shared, and more chances to learn and grow together as an industry. The advantages this brings to future generations is invaluable and can only come from healthy, long-term memberships.

It’s important to maintain and update your member benefit offerings to keep your members happy and improve retention rates. For instance, do you frequently hear about how much members enjoy reading your publication? Maybe there’s a way to improve that offering through a redesign. Always be thinking of ways to improve.

Calculate your LTV and make informed decisions about retainment strategies. Keep track of all the numbers, but also take time to appreciate the loyal members you do have. And let them know just how much they mean to you!

EXCEL Award Win Inspires Us to Think Bigger and Bolder

NAESP and Crayola have collaborated for nine years to support art-infused education through the Champion Creatively Alive Children Grant. The grant program provided funding annually to 20 schools so they could implement an innovative program that would increase arts integration across multiple subjects and teach children the four Cs: communication, collaboration, critical thinking, and creativity.

NAESP and Crayola also teamed up to develop the Champion Creatively Alive Children supplement to NAESP’s award-winning magazine Principal. YGS proudly partook in this meaningful collaboration by designing and editing the supplemental publication of approximately 28 pages, the most recent of which was delivered with the 2019 September/October issue. The supplement featured the latest research, best practices, and project ideas from grant-winning schools, and developing design concepts for the accompaniment was an exciting process.

“We looked forward to this project every year,” says YGS Art Director Zon Buckley. Describing the process, he explains, “Each year, we excitedly received a box of ‘inspiration’ containing paint, brushes, markers, and more from Crayola. Playing with these items was not only fun; it also sparked aesthetic direction for the look and feel of the supplement.” Buckley notes YGS art directors and graphic designers, “discovered usable patterns, shapes, and techniques while experimenting with these supplies. We then determined how to incorporate them into the printed piece—for example, by matching colors from the product lines and using them to guide readers through the supplement. Sometimes the playing got a bit messy,” Buckley admits, “but the beauty of the Crayola brand is the creative freedom it affords.”

Collaborating with NAESP and Crayola to support education that fosters skills students need to understand our increasingly interconnected world and thrive as 21st-century citizens was satisfying enough. But YGS and NAESP were overjoyed to take things up a notch by receiving a 2020 Silver EXCEL Award for Special Report (Print) for the Champion Creatively Alive Children arts supplement from Association Media and Publishing. AM&P’s EXCEL Awards recognize excellence and leadership in association media, publishing, marketing, and communications. The competition is open to nonprofit and for-profit associations, as well as industry service partners submitting on behalf of association clients. Receiving an EXCEL Award is not only an industry honor—it’s a testament to talent and dedication to our clients’ success.

YGS is committed to ensuring our clients and their projects are among the best around, and we are honored whenever our work is evaluated among other outstanding projects in this great profession. We’re proud we had a hand in inspiring the future and bringing people closer together through collaboration. We appreciated the opportunity to support NAESP and the communities the association serves, and we were thrilled to have our commitment to excellence reaffirmed through this prestigious recognition. Congrats to all the winners!

Interested in shifting your visual presence into high gear? Get in touch with us today!

5 Metrics to Watch During Your Next Membership Marketing Campaign

Whenever you begin planning the launch of a new campaign, the first question you should ask is: “What is our goal?” Obviously, the purpose of a membership marketing campaign is to attract to new members by making them aware of everything your association has to offer. But before you begin assembling your creative materials, consider how you’ll track the success of each tactic. Here are some of the measurable metrics to keep an eye on as your campaign gets started:

1. New Members Joined

If the main goal of your campaign is to grow your membership, you’ll want to keep track of any new members that can be traced back to these specific marketing efforts. Adding a short “How did you hear of us?” survey to your membership submission form will allow you to easily pinpoint which out of all of your marketing efforts succeeded. You can also set up analytics tracking on any paid ads and landing pages to help you follow the behavior of each user and determine how many ultimately converted.

2. Website Traffic, New Users, Time on Page, Etc.

Tracking user behavior can go further than just conversions. Google Analytics tracking on your website can help you see how many new members engaged with your digital campaign materials and gain a better understanding of how they interacted with the site. This information can be used to show:

  • Any kinks in the conversion funnel (did most users drop off around the same point?)
  • Successful CTAs (did some buttons get more clicks than others?)
  • Audience demographics (where are people dialing in from?)

This information can be used to fine-tune your efforts moving forward or to inform your strategy for the next campaign you develop.

3. Pay-Per-Click Results

If you choose to run pay-per-click (PPC) as part of your campaign, be especially mindful of the ads that got the most action. There are always insights to be gained from the kinds of keywords that yield the best results. A really successful keyword could point you in the right direction for optimizing your site or even show you which services hold the most potential, which will allow you to promote them more. Concentrate on your audience as well by targeting your ads to create a custom experience for your audience. You can focus on demographics, search behavior, content they’re viewing, and behaviors they’ve exhibited.

4. Newsletter Opens/ Subscribes

If your newsletter is available to non-members, track how many new subscribers can be attributed to your campaign efforts. Even if a prospect isn’t quite ready to convert, if they begin to show interest in your communications channels, that’s a small victory that could eventually be nurtured into a full-fledged conversion.

5. Event Registrations

Regardless of how targeted your marketing is, there’s a chance you’ll reach some existing members with your membership marketing efforts. Pay attention to any upticks in event registrations surrounding your campaign—it’s possible there’s a correlation.

If you’re putting effort into a membership marketing campaign, make sure you’re getting the most out of it by following through on tracking the metrics along the way. Learn from the results and make adjustments as you go along. Then, once the campaign ends, apply your learnings to the next marketing effort.

Looking for a partner to help you reinvigorate your brand strategy, or launch a new campaign? Let’s connect!

Maximizing Membership Marketing ROI Starts With Digital

If the past year has proved anything to associations, it’s that unforeseen circumstances can diminish not only membership numbers, but also dollars tied to gaining and retaining members. But as the dust starts to settle and the focus turns to rebuilding, now is a better time than any to invest in membership marketing that garners real ROI.

Why Now?

According to Personify’s January 2021 report, “The Journey Ahead: The Future of Associations, Nonprofits and Events,” 39% of organizations said the ability to recruit new members was very challenging in 2020. Furthermore, 35% said the same of their ability to retain existing members. Only 6% said recruiting new members was not at all challenging. Combine those stats with the budget constraints many associations—and potential members—experienced, and it’s clear that their membership marketing needs a boost. The good news: It doesn’t have to break the bank.

Digital Reigns

So how can you to maximize your membership marketing efforts for lower costs and with a potentially smaller staff than years past? For starters, it’s essential that you go digital with your tactics. That’s not to say you should abandon traditional marketing altogether—but digital marketing is generally less expensive, can provide you with more leads, can be measured more easily with immediate analytics and results, and allows you to adjust in your messaging and targeting throughout a campaign.

There are tons of cost-effective digital tactics to help grow your membership, but one that continues to be a differentiator is creating an online community. According to a 2020 membership organization industry report, 46% of membership organizations don’t yet have an online community. On top of that, Personify’s report notes that only 19% of organization staff report using an online community, while 31% say they want to engage their members with an online community. Creating such a platform could be a huge opportunity to show potential members that networking and peer-to-peer learning aren’t tied solely to events—a nice value-add for simply being a member.

Some other inexpensive, easy-to-implement digital marketing tactics to explore include:

  • Search engine optimization – enhancing your quality and quantity of website traffic from search engines
  • Retargeting – targeting past website visitors with ads attracting them back to your website
  • Pay-per-click marketing – driving traffic to your website through an ad on another website, paying that publisher only when your ad is clicked
  • Email marketing – sending an email out to your target audience to advertise, request business, solicit sales, etc.
  • Social media marketing – using your social media accounts to promote your association
  • Content marketing – creating, publishing, and distributing content, such as blogs, for a specific online audience
  • Downloadable content, such as webinars and white papers – offering your website visitors free content, such as webinars or whitepapers, that gets them to return

Short on Time, Resources?

Did you read all of that and think, “Well that all sounds great, but I don’t have the staff or resources I need to execute these tactics or stay on top of tracking results”? First off, you don’t have to utilize all tactics listed above—just those you feel confident implementing most efficiently—but use as many as you can in conjunction with one another to have the greatest effect.

When you simply can’t take on any more work internally, hire a vendor to do it with you or for you. Look for a vendor that understands associations and one that you feel can deliver on your specific membership marketing needs—without forcing you to spend money you don’t have. For instance, YGS offers a scalable approach, so you don’t have to hurt your bottom line to execute a customized membership marketing campaign that yields tangible ROI.

In a rebuilding year, you can’t afford not to invest in membership marketing. What better time than now to get started?

To learn more about how YGS can help you rebuild your membership, visit www.theYGSgroup.com/RebuildYourMembership. Together, we’ll pick a game plan and achieve membership greatness.

Is Your Code of Ethics Up to Code?

We are living in unprecedented times. Due to the pandemic, the state of work and how it is accomplished have been forever altered. Many of us remain working from home a full year after the world shut down, and even after we finally manage to put COVID-19 in the rearview mirror, most businesses will opt to revise their remote work policies permanently. In addition, national (and international) conversations are currently being had on the critical subjects of diversity, equity, and inclusion—not to mention the added complexities of social media practices and cybersecurity. In light of all this, it’s a good idea to revisit the principles that guide the way you operate and the edicts to which your association aims to adhere; it is the perfect time to review and update your code of ethics.

Best to begin with the basics. What exactly is a code of ethics? According to Inc.com, a code of ethics is “a collection of principles and practices that a business believes in and aims to live by.” For the purposes of this article, we’re going to assume you already have one in place—it’s perhaps just been some time since you’ve dusted it off. So, let’s clear those cobwebs and get to work.  

Putting the ‘Value’ in Evaluate

Some values permeate through just about any association’s area of expertise. YGS, for example, uses our FIRST Values as a guide (Flexibility, Integrity, Responsibility, Service, and Trust). It’s hard to argue with those, really. But depending on the specific niche of your respective industries, associations should take the time to really get to the heart of the particular practices and areas of concern most important to them. According to ASAE, the two questions associations should ask are: (1) What are our defining values? and (2) Does our current code of ethics reflect these values?

Time to Get Contemporary

As Bob Dylan famously wrote, “the times, they are a-changin’,” and that means your ethics codes should, too. Social and moral issues that are top of mind in 2021 may have been far less perceivable a few decades ago. Some areas, such as sexual harassment, diversity and discrimination, and nepotism, are more or less perennial. However, when you wrote that initial code of ethics draft awhile ago, were you thinking about cybersecurity and data privacy, especially in light of work-from-home and bring-your-own device practices? What about social media? If an employee posts something that could be construed as controversial or even immoral, how is the association going to address it? Do you have a policy in place for an associate who may wish to come out as transgendered in the workplace? What about your association’s environmental responsibility amid growing climate change concerns? What about new health and safety protocols since the pandemic struck?

While it’s a lot to think about, these modern issues should absolutely be taken into consideration and addressed.

Let’s Be Clear

It’s a tricky line to walk. You want to be specific but not too bogged down in details. You want to be thorough but not verbose. You want to be inclusive but not vague. Once you’ve completed your first draft, it is a very good idea to enlist the help of an editor. If you don’t have one readily available, at the very least you should submit your updated code for peer review to ensure clarity—which brings up a very good point…

[subhed] Employee Tested; HR Approved

Your updated code of ethics draft should not be written and ratified in a silo. No one in your organization can better identify the most pressing issues in the workplace better than the employees themselves. Allow your staff to anonymously provide suggestions and input using real-life situations they’ve faced. Giving your associates a say in the draft will not only ensure the main areas of concern are addressed; it will also aid in earning their buy-in, as people tend to care a lot more about something they helped create.

After that, it’s very important to run your updated code by your human resources specialist to avoid any major pitfalls. Once you have their approval, your code of ethics should officially be “up to code.”

Going Back to Basics to Grow Membership

COVID-19 has brought about an economic slump, an uneasy job market, and an overwhelming sense of isolation. While these factors have made it challenging for associations to grow and retain membership, professionals in every industry are still trying to navigate their careers and establish and maintain meaningful relationships during these uncertain times. So, how can your association underscore its member benefits to grow membership during and after a pandemic?

Get back to basics by underscoring the value of career development, advocacy, and—most importantly—connection.

1. Communicate Career Development Resources

Career development has always been vital to membership growth, and your association’s career development benefits and services will play a pivotal role in growing membership during and after the pandemic. Make sure your association offers and advertises a range of career services to members and non-members. Providing a portion of services to non-members can act as a nice preview of all you have to offer and entice people to join. Thoughtfully weigh the advantages and drawbacks of restricting career development perks to members only and, if you don’t already, consider hosting your own job bank to increase appeal as an invaluable source for job postings in the industry.

Your association can also affirm its value as a source for career development by:

  • Creating LinkedIn groups to help further professional networking. This is a good outlet to start and foster discussions on topics that interest professionals in your industry.
  • Continuing to tout the availability and importance of networking events. Though they may be strictly digital for now, events are key to career development.
  • Underscoring your association’s ability to administer accreditation or certification programs. Professionals consider associations a primary source for lifelong learning. Use technology tools to deliver education through online options and microlearning. Considering the busy schedules of professionals, these approaches will be crucial even after social distancing is no longer required and in-person training can resume.

2. Promote Power in Numbers

Associations advocate for their members by uniting as a single voice and taking action to advance or remove barriers. But for as long as associations have advocated for their members’ interests before governments and multilateral institutions around the world, there have been prospective members who think they needn’t join an association to receive the benefits of lobbying.

While this may be true in some cases, associations can still communicate advocacy as a primary benefit to membership by anticipating this objection and being ready to acknowledge that:

  • “If no one joined, no advocacy would be possible.”
  • “We would be even more effective if we could prove that we represented a larger percentage of professionals/businesses.”
  • “Imagine what would happen if we stopped all of our advocacy because we couldn’t reach a critical mass of members.”

When marketing to prospective members, acknowledge the sentiment of, “I’ll still get the benefit,” and then prove it to be a poor assumption. Don’t hesitate to highlight that while an individual may be able to contact a legislator on an issue of concern, an association has the collective power of being able to be heard in numbers (consider lobbying firms). Demonstrate how your association is poised to take the course of action needed to influence the stakeholders, and communicate that one of the best ways a professional can support their industry is by joining an association. Also show how your association has gracefully altered its advocacy strategies and tactics to succeed in the fast-moving COVID-19 environment through technology-enabled innovations and continues to find new ways of advocating on behalf of members. Lastly, continue to be a a source of information, truth, and support to your members, as people are looking to associations for leadership more than ever before.

3. Connecting is Key

The impact of COVID-19 on our personal and professional lives has resulted in an unprecedented desire to connect. So, showcasing community as the heart of your association and membership’s ability to afford people the opportunity to connect with like-minded people around a shared passion will play a crucial role in member retention and expansion for now and always.

Gather Online. Since the isolation we are all experiencing has led to an increase in digital consumption, your association’s digital channels should provide useful information to members, offer updates on the latest in industry news, and also organize meetings. Members will appreciate opportunities to voice their opinions about the association’s actions or direction in these settings, and their input will produce a more cohesive industry overall. Consider creating Facebook groups for various segments within your association’s community, as people are becoming more accustomed to, and more reliant on, online communities.

Be Yourself. When it comes to online engagement, your association now needs to be more than a thought leader and a resource—your association must also be relatable. Amid so much uncertainty and isolation, authenticity and genuine care is crucial. So, when creating content and sharing resources on these topics on any channel, think about the context and share personal experiences in addition to branded content or the latest industry news. Keep in mind some of the most successful social media posts come from professionals who discuss topics such as:

  • Lessons learned in their personal lives
  • Showing appreciation for their team
  • Sharing words of encouragement
  • Spreading kindness

Understanding that the lines between company brand, professional brand, and your personal brand are currently blurred will be key to engaging your community during the pandemic and will continue to be a useful strategy for relaying authenticity in the future.

Conclusion

Cancelled events, remote working, government guidelines, mandates, and legislation—it may seem like every day brings about a new COVID-19 challenge for associations. But challenges force associations to tap into their creativity and focus on what matters most. Remember tried-and-true growth strategies never go out of fashion, and getting back to the basics of membership benefits will provide a solid foundation for increased membership now and post-pandemic.

Create a Learning Culture

This article originally appeared in the January/February 2021 issue of Finseca Focus magazine. Read the full issue here. Shared with permission.

By Troy Korsgaden

“People are our greatest asset.” We all say it, and I’m sure we all believe it. But do our actions support our words? It’s easy to put staff training on the back burner while managing the whirlwind of activities it takes to run a business. We’re busy. There are fires to put out and goals to meet. Yet most of us find time to strengthen our business processes. Why not do the same for our people?

If you genuinely believe that people are your greatest asset, resolve to make 2021 the year you invest in the development of your team. I don’t mean simply budgeting money for people to take a course or two. I mean a true strategy—one that lasts throughout the year and has a meaningful impact on your culture, your people, and your bottom line.

Staff Development Is Good Business

If you aren’t convinced this is the best use of your time and energy, these statistics might change your mind. Research conducted in 2018 by PwC revealed the following:

  • Seventy-one percent of customers say their experience with a company significantly impacts their purchase decisions and brand loyalty.
  • Forty-six percent of customers will abandon a brand if employees are not knowledgeable.
  • One in 3 customers will abandon a brand after just one bad experience.

Process, product, and sales training are essential. They are the costs of staying in the game. To delight your clients and significantly improve your results, however, you need a high-impact development strategy that is customer-driven. In a customer-driven business, team members deliver an exceptional client experience. They offer solutions, build relationships, and provide concierge-level service. They feel a strong sense of personal accountability and a desire to learn and grow continually. That level of performance requires skills in problem-solving, relationship-building, and adapting to change. How much time do your team members spend improving their skills in these areas?

Staff development can also inspire your team members and engage them in the success of the organization. In LinkedIn’s 2018 Workforce Learning Report, 93% of people participating said they would stay with a company longer if it invested in their careers. Why is that important? Retention. And if there is any industry that understands the importance of retention, it is ours.

Gallup estimates that replacing a team member can range from one-half to two times that person’s annual salary—and that’s a conservative estimate. According to financial security profession resources, it can cost from $160,000 to $250,000 to train one professional. Isn’t that money better spent on developing new people to grow your team rather than replacing those who left?

Specialization

Anyone who knows me knows that I have advocated for specialization for many years. Our profession is too complex for any one person to be an expert in everything. Specialization means training each team member to develop deep expertise in one product line while having enough knowledge in all other lines to recognize a sales opportunity and pivot to it. Every person doesn’t have to be 100% proficient in every line of insurance. You can reduce training time and expense by requiring each team member to be completely proficient in only one product line.

This doesn’t mean that team members will focus exclusively on their own specialties. Each person on my team is licensed in property and casualty and life; each person can give presentations in either area when those occasions arise. The difference is in their depth of knowledge. Specialists manage the backroom details to make sure policies are issued smoothly. My auto specialist may close a life policy, for example. But it’s the life specialist who manages the policy through the process.

With specialization, you can provide clients with high-level service in every product line and, at the same time, give team members opportunities to grow and learn new skills.

Create a Learning Culture

All of this might sound like a lot of work, but it doesn’t have to be. Ask team members to learn something new and then teach it to others. Form internal study groups for people to collaborate and solve problems together. And don’t ignore the power of learning from people outside the firm. Encourage your team to participate in external study groups as well.

In a learning culture, you must focus on behaviors and beliefs as well as skills. Let’s take customer experience as an example. One desired behavior is that all customer inquiries are handled promptly and professionally. Two skills that support this behavior are active listening and problem-solving. Will running a workshop on active listening and problem-solving create the desired behaviors? Maybe, but maybe not.

The underlying beliefs that team members hold about customer experience influence their actions. All the training in the world isn’t going to change a person who believes that dealing with customers is just a necessary evil. One way to uncover beliefs is through informal group discussions. What does “handling inquiries promptly and professionally” look like? Is the customer always right? What’s the best way to handle difficult situations? When should a problem be escalated, and what authority do individuals have to solve problems? These kinds of peer-to-peer discussions provide clarity for team members, allow them to explore their beliefs, and help them develop new skills.

Create 90-Day Plans

Most of us are used to working from 90-day plans and setting quarterly goals. Do the same for staff development. Include training in your 90-day plan, and put weekly, monthly, and quarterly sessions on the calendar. Schedule at least one formal training session each quarter. Formal training can be delivered by external or internal facilitators or members of your team. Training can also be self-directed, where team members view training videos, take online courses, or read an article and then meet to discuss the content. The objective of these training sessions is to provide team members with new knowledge and skills.

Schedule at least one informal group discussion each quarter as well. “Informal” doesn’t mean these sessions are any less important than formal training, by the way. They are simply less structured meetings where team members work together, discuss important topics, and solve problems. During these meetings, team members might discuss common customer problems, core organizational values, ideas to improve processes, or changes the organization is experiencing. The objective is to foster peer learning, collaboration, and problem-solving—key components of a learning culture.

That learning culture—one that is customer-driven and promotes continuous learning—is then certain to engage your team, delight your clients, and improve your bottom line.

YGS Achieves G7 Certification

YGS achieved G7 certification through Idealliance, bringing brand color consistency and validation across multiple printing platforms and processes.

Because color plays such a critical role in design and printing, YGS customers can always be confident that colors will be reproduced perfectly on every project. YGS understands the significance of the G7 certification as a key milestone toward delivering the best possible design and print service for its clients.

Vice President of Production Solutions Mark Ploucha said of the achievement, “Getting the G7 certification gives us peace of mind knowing that YGS now provides the most consistent and repeatable color values across multiple print platforms—conventional or digital.”

The G7 System Certification Program is designed to align all devices, substrates, and inks. To become certified, printers must undergo the thorough technical process each year, which evaluates the ability of a software system to calibrate a printing device to meet the G7 grayscale definitively using four 1-D curves. Utilizing a G7-certified system ensures the ability to operate a consistent G7-managed workflow, which increases efficiency and minimizes the potential for any mistakes.

The G7 certification also adds value to YGS’ design offerings. From that perspective, Senior Art Director Mike Vucic believes it’s a significant achievement: “We are now in an even better position to deliver exactly what our clients expect—crisp, branded design that always translates into a pristine, consistent product, no matter the print method.”

Idealliance, which established the certification program and process, is a not-for-profit membership organization that develops standards and best practices to enhance the end-to-end digital media supply chain.

Connect with us at theYGSgroup.com/connect to learn more about how YGS can help you deliver consistent, stunning print products to your audiences.

The Print Terms You Need to Know

When it comes to print terminology, there are a lot of words to know. So many, in fact, that you likely don’t need to know all of them in order to make informed decisions about printing techniques for your association’s magazine or other printed materials.

Here are some of the key terms to know, and the applications where they might be most appropriately used. Familiarizing yourself with this language will help you understand the options for your printed materials and more effectively communicate with your account manager or sales representative to get the end result you want—whether that’s creating something brand new or jazzing up your existing member offerings.

Press Types

Offset vs. Digital: Both offset and digital printing presses produce high-quality results that can be color-matched for consistent branding. Additionally, a variety of substrates (materials) can be used on either type of machine. The main factor in determining which press is most appropriate for a job is the quantity or size of the job.

  • Offset: Also called “lithography,” offset printing is when large aluminum plates transfer an image onto a rubber “blanket” that is then transferred onto a sheet of paper. Offset requires a longer production time but is the best option for large jobs.
    • When to use it: Offset can be more cost-effective for large jobs. In some cases, large sheets (for larger signatures) won’t even fit on a digital platform, making offset the only option.
  • Digital: Digital presses function more like an ink-jet printer. While digital presses used to produce lower quality results, the new HP Indigo presses are dot-structured like an offset, so you no longer sacrifice quality when you opt for a digital print. There are also digital presses with scanners incorporated for accurate color matching. And because they’re digital, they function well with custom lists of information, such as addresses, names, or codes. Digital prints can be produced quickly and are often more appropriate for small jobs.
    • When to use it: Ideal for small runs, quick turnaround work, or when variable data is needed.

Specialty Graphics and Wide-Format

  • Specialty Graphics: At YGS, specialty graphics covers a wide range of products that can be printed on a variety of substrates. Some examples include signage, banners, and even vinyl wraps for floors, walls, or windows.
    • When to use it: Great for conference or event displays, seasonal displays, storefront branding, or eye-catching signage around the office.
  • Wide-Format: This is a type of specialty graphic that is classified as anything printed on a large scale. The maximum size is 8.8′ x 10′ for rigid substrates and 82″ for roll-fed substrates. Anything larger than that can be pieced together during installation.
    • When to use it: While specialty graphics themselves can be as small as a window cling or magnet, wide-format is most appropriate for banners, signs, or wall coverings.

Material Terms

  • Substrate: Any surface or material that is printed on.
  • Bulk/Caliber: Thickness of paper (or other substrate) relative to its weight defined in the following measurements:
    • Thousandths of an inch (mils or points)
    • Thousandths of a millimeter (microns)
    • Pages per inch (ppi)
    • Pages per centimeter (ppc)
  • Text weight: A thinner caliber paper predominantly used for magazine pages, flyers, brochures, etc.
  • Cover weight: Thicker paper that can be used for book/magazine covers, post cards, pocket folders, etc.
  • Coated vs. Uncoated Paper: Paper comes from the manufacturer either coated or uncoated.
    • Coated Paper: Paper that is manufactured with a coating of clay or other substance that improves reflectivity and ink holdout. Coated paper offers excellent color, smoothness, print definition, and opacity, and is available in different sheen options. Some of the most common finishes are:
      • Gloss: shiny appearance for crisp graphics.
      • Matte/silk: a less-reflective surface for easier reading.
    • Uncoated Paper: Paper with a raw finish that is manufactured without any coating. Also known as offset paper, this stock has a more natural look for printing and is commonly used for books, letterheads, envelopes, notepads, and many other products.

Embellishments

Effects that are added during the printing process, including foil-stamping, embossing, and spot UV coating.

  • Finishes: Finishes are applied to printed products to enhance the printed piece by making them more durable, elegant, or to highlight an area that catches a reader’s attention. Finishes can add a glossy, silk, or matte effect. Finishes can be added for protection or to enhance the end result of the product.
    • UV Coating: A liquid resin that provides protection with a high gloss or matte finish coating. This can be applied as a flood coating to enhance the entire sheet or as a spot coating to bring the reader’s eye to a specific image. This technique is applied using a special machine and cannot be applied on a regular press.
    • Film Lamination: A thin transparent plastic sheet coating that is applied as full coverage to a thick stock to provide protection from liquids and heavy use. There are different types of laminations available that range from glossy to matte finishes. Some laminations can offer a textured feel, giving a tactile appeal. These are applied with an off-line machine and must cover the whole page (cannot be spot applied).
    • Aqueous: A liquid coating done on the offset printing press itself. This coating floods the entire page and can be done in gloss, silk, or matte.
  • Embossing: A technique of pressing into paper to create a raised image. This technique can be combined with foil (known as foil embossing), which presses a metallic coating onto an image or word, so that it stands out in its texture, color, and sheen.
    • When to use it: Embossing works great for putting logos or other graphic emblems on cover-weight paper. It can also be used to add a textural element to words on direct mail pieces or other items that would use a thick paper.
  • Die Cutting: Cutting a shape or pattern into paper to enhance the end result of the product.
    • When to use it: Die cutting can be a fun design element to add interest to postcards other promotional materials printed on cover weight. It’s commonly used for pocket folders and brochures or items that need to be cut, folded, and assembled together.

Magazine Assembly

  • Signature: A single sheet of paper that is printed front and back, then folded to become a series of paginated pages of a book or magazine, usually in multiples of four.
  • Perfect Bound: A type of binding that uses glue and a flat spine that can be printed on. It’s most appropriate for thicker magazines with many pages.
  • Saddle Stitch: When a magazine is bound with staples along the fold. This style can’t have printing on the spine and is best for shorter magazines.
  • Shrink Wrap: A thin gauge of clear film that is shrunk tight around something to:  
    • Protect the printed product
    • Seal boxes shut
    • Collate sets, such as notecards or books held together in sets of 10, etc.
  • Polybagged: When a magazine is wrapped in clear plastic for mail. This technique protects the magazine and is perfect for keeping inserts or other loose pieces intact. It uses a thicker gauge, heavier plastic that’s approved for mailing.
  • Belly Band: A narrow slip of paper that is wrapped around the outside of a magazine. These are typically used as advertising space but can also be used to bring attention to a key piece of information that is found inside the book.

There you have it! This quick guide to print terms will help you understand the differences between techniques, when they’re most useful, and how they can apply to your printed communications materials.

If you’d like to learn more about any of the options listed in this article, reach out to us!

New Year, New Event Planning Strategies

While virtual events have existed for years, the unforeseen circumstances of 2020 revolutionized event planning to exclusively virtual. The past year proved associations are gracefully agile. And though we’ve ushered in a new year, it’s not likely large gatherings of people will take place anytime soon. Still, 2021 events must be planned and budgeted. So, what should you do? Focus on improving your virtual events, and plan for a gradual transition from exclusively virtual to hybrid events for the next 12–15 months.

5 Ways To Improve Your Virtual Events

  1. Maximize flexibility. Promote the benefits of your virtual event by giving attendees access to videos on demand, utilizing livestreaming, hosting online groups, and offering “choose your path” activities. Promote distinctively virtual perks, like interactive sessions, extended dates for follow-up engagements, and the possibility for attendees from multiple time zones to attend from the comfort of their homes.
  2. Bolster collaboration. Virtually gather your digital marketing teams, event experts, and field marketing teams. Combining their power will drive consistency on tools and align messages.
  3. Be creative. Look for opportunities to incorporate entertainment into your event. Consider generating relaxed ways for attendees to engage with experts, such as short breaks involving live music.
  4. Leverage technologies. Produce an engaging experience by integrating Q&As, pools, product demos, etc., and use automation to enable follow-up meetings with qualified attendees.
  5. Craft an event experience for all. Don’t limit attendance and experience by constraining your environment to device-specific siloes. Ensure attendees are able to participate in all aspects of your event, regardless of how they engage—through a web-based experience or mobile app.

What Is a Hybrid Event?

A hybrid event combines an in-person component with an online or digital experience and is an initial step for event organizers transitioning back to live events amid government restrictions or participants who are hesitant to travel and gather in groups. The digital component of a hybrid event is very flexible and could include elements like Twitter chats, livestream sessions, and virtual networking experiences. Since there’s no set rule for what a hybrid format should be, your association can get creative while focusing on what makes the most sense for your event, audience, and goals.

5 Ways to Excel at Hybrid Events

1. Deliver a safe experience. Configure a protected environment for your on-site attendees including touchless, onsite technology.

2. Future-proof your events. Utilize a highly flexible hybrid event platform to unify the attendee experience.

3. Offer shared experiences. Create community for virtual and in-person attendees.

4. Measure engagement. Make sense of attendee actions in person and virtually.

5. Pique pre-event curiosity via social media and marketing collateral. Your hybrid event could be the first of this kind for many attendees, so share your excitement around it while touting the advantages of this unique format.

Conclusion

Hosting events is more important than ever in this age of isolation. Whether virtual or hybrid, events bring people together, expand connections, and share a moment, message or idea with a captive audience. We know you have big plans for 2021, and we hope this information helps!

Looking for more insight on achieving virtual or hybrid event success? Contact us today to see how YGS can help!

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Advice from a DES

To celebrate recently receiving the highly sought-after Digital Event Strategist® (DES) certification from the Professional Convention Management Association, YGS Event Manager Megan Brodbeck is offering the following tips to help associations plan and monetize their 2021 events from start to finish.

  • Draw parallels to what your attendees are used to experiencing at your live events. Was your live event slated to take place in New Orleans? Secure a mixologist to teach your attendees how to make a hurricane on a virtual and interactive happy hour. Is your headshot station traditionally well-attended on site? Go virtual with the opportunity by encouraging attendees to use their own laptop or cameras to get in on the fun.
  • Poll your respective planning teams on priorities before demoing, evaluating, and selecting platforms for your virtual and hybrid events. Ask software representatives what capabilities their platforms have to support those goals and inquire about what creative solutions they have offered to other clients.
  • Make an effort to ensure that your remote attendee has the same experience as, or one similar to, the in-person attendee by using live video chats and livestreaming, the opportunity for remote attendees to ask your presenters questions via a moderator, or offering both a staffed in-person and virtual exhibit hall.

Data Segmentation: Organizing Information to Better Serve Members

Data is increasingly at the center of how associations understand their audience, target their marketing, and most importantly, improve engagement. When segmented thoughtfully, data can inform how you interact with members and deliver a catered, valuable experience that, for you, can greatly boost retention.

What Is Data Segmentation?

Simply put, data segmentation is categorization. Think U.S. Census: Every 10 years, American citizens are posed a series of questions about age, ethnicity, household, income, etc. Those answers are then used to categorize people by those demographics.

The same idea applies to how you might survey your members about a benefit, event, or another facet of membership that garners actionable feedback. From member demographics to member priorities, you can use the data you get from member feedback to develop more focused marketing, communication, education, advocacy, and event-related initiatives. That, in turn, can make specific groups of members feel more valued and that they’re truly being heard.

How to Get Started

If you’re not already segmenting your data, you’re missing a huge opportunity to engage your members on a more granular level. But that doesn’t mean you can’t start now. The following are a few steps you can take to better gather data and organize it effectively.

  1. Storage and management. If you plan on collecting enough data that it can be usefully segmented, you’re going to need storage and a system that allows you to sort the data. One method is simply using a spreadsheet, but that likely involves manual entry and isn’t efficient. Fortunately, there are countless data and association management software tools out there that can store your data and help you organize it, put it into usable formats, and share it.
  2. Goals. As with any initiative, you should set a specific goal when segmenting your data. Ask yourself what data about your membership you really need to help your engagement strategy. Having a goal will also help clarify the effectiveness of your data collection methods—through surveying and focus groups, monitoring email engagement, measuring event and education session attendance; if you’re not getting responses through a particular method, your strategy may need to be adjusted.
  3. Collection methods. Piggybacking off of the last point, you’ll need to identify the most effective methods of collecting data. Hitting or missing your goals, and by how much, should inform how you can best collect data moving forward. Track your success rates for different segments of your membership and refine your collection strategy. The more information you have, the more time and resources you can save on future initiatives.
  4. Evaluation. In short, measure everything. Collect enough data that the outliers are true outliers and don’t affect your analysis in a way that’s misleading. Look for patterns and correlations based on factors such as age, industry experience, and certification status, and create concrete categories you can target with your initiatives. Then build your membership strategies around your findings.

Listen and Engage

Your members want to be heard, and collecting and segmenting your data can be a great step toward achieving that incentive. If done thoughtfully, your overarching membership strategies will not only prove effective, they will keep your members engaged, involved, and feeling valued for years to come.

YGS has the knowledge and experience to help your association achieve its membership goals. Visit theYGSgroup.com/connect to start the conversation.

How to Budget Non-Dues Revenue for 2021

Clearly, 2020 has been a year unlike any other. And as much as we all wish we had a crystal ball for what this next year will hold, the truth is that planning will be difficult. So as associations across the nation begin budgeting for the new year, here are a few things to keep in mind about non-dues revenue—that will hopefully make things a little less unpredictable.

First, let’s talk about where most non-dues revenue typically comes from.

Most non-dues revenue for associations comes from sponsorships, meetings or tradeshows with exhibitors, professional development opportunities, and certifications. Unfortunately, most of those tactics have traditionally taken place in person. And with the uncertainty still surrounding the COVID-19 vaccine, it’s looking like we won’t be able to resume gathering in large groups anytime soon.

Find new ways to maintain value for sponsors.

Even though sponsors will no longer be able to enjoy the in-person connections they had in years past, there are still ways that associations can make sponsorship opportunities worthwhile. One of the best things you can do to help sponsors feel more love is to get them more involved in virtual events. Instead of simply introducing them, showing their logo, or ending with a 30-second plug, perhaps they could actually sit on a thought-leadership panel or host a portion of your presentation. This will help them feel more involved in the event.

For education and certifications, try spreading out your engagement, rather than relying on one large event.

While most associations used to spend a large part of the year preparing for one or two large conferences that would generate the majority of their non-dues revenue, many associations have found success in 2020 by instead offering more frequent, smaller education opportunities. A series of webinars, for example, would be a great tactic for keeping members engaged year-round. Developing a series of virtual courses to earn a certification is another great idea to try.

No matter which tactics an association chooses, factoring non-dues revenue into the budget for 2021 is as vital as always. And even though in-person events have taken a hit, there are still ways to keep members, prospective members, sponsors, and exhibitors as engaged as ever.

The YGS Group Upgrades Digital Operations with HP Indigo 12000HD Press and Site Flow

We are thrilled to have the new HP Indigo 12000 HD press at our York facility. And HP has been a tremendous partner to us by promoting this newest printing upgrade through the press release included below. We hope you enjoy reading it!

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The YGS Group, a full-service communications company specializing in commercial printing, has adopted the advanced HP Indigo 12000 HD Digital Press and HP PrintOS Site Flow automation solutions to drive more sophisticated services and higher-impact print.

Operating from its headquarters in York, PA, YGS supplies full communications solutions for large-scale national clients such as associations, corporations, and publishers, using its digital print solutions to deliver strategically tailored content such as association magazines and print pieces with variable data.

A user of several generations of HP Indigo digital presses, YGS is taking a step up with the higher capacity, throughput, and high-definition printing delivered by the 29-inch HP Indigo 12000 HD, with the addition of an HP Indigo 15K value pack.

“We are huge fans of Indigo print quality and continue to embrace any new technology that enhances the quality of the print and the process to deliver the best possible products to our customers,” says Mark Ploucha, vice president, production solutions, The YGS Group.

YGS clients enjoy full design, content, print, and fulfilment services under one roof, enabling the timely and cost-effective launch of communication initatives from concept to in-market deployment. In addition, YGS offers tailored technology solutions for clients and their sales teams, brokers and agents to gain direct access to order inventoried and customized collateral.

The HP Indigo 15K digital press and 15K value pack for HP Indigo 12000 are raising the bar for B2 format printing with new high definition HD print modes, support for thicker substrates up to 24 pt (600 microns), and new high-value, high-impact inks such as premium white and security inks. These offset look and feel presses are now surpassing offset quality with high LPI screens and the new FM print mode that pushes HD imaging technology to its sharpest, smoothest, most detailed image quality.

“Print is a great hand-held medium to get in front of decision-makers, and pairing those printed pieces with digital content makes it possible to create campaigns that maximize impact,” says Jessica Price, managing editor at YGS.

In addition, YGS is rolling out HP’s advanced print automation solution, HP PrintOS Site Flow, to fully automate the ordering, printing and fulfilment process through the storefronts. Site Flow enables print service providers to automate production of thousands of orders per day through automatic order submission, pre-flight, imposition, barcoding, printing, and shipping to customers.

“The automation of storefront to press is a huge advantage that streamlines the process for our clients and reduces direct delivery time to customers,” notes Ploucha.

Now’s the Time to Consider Tweaking Your Paywall Model

If you get your news from digital media, you have likely encountered some kind of a paywall. A paywall is a website feature implemented by digital publishers restricting access to content via a purchase of paid subscription. And paywalls aren’t just for news sites—associations have traditionally erected paywalls around “members-only” content. But it’s a good time to ask: Does the content lying behind your association’s paywall need to be there? Unless it’s unique, valuable content (something members can’t find elsewhere), you may decide it doesn’t need to be kept behind a barrier. Given the constant evolution of paywalls and an increased need to access information in unprecedented circumstances, now is a great time to reconsider your association’s paywall.

Examining the Types of Paywalls

There are several kinds of paywalls:

Hard paywall

A hard paywall lets visitors read one or two articles for free. The next time they click on an article, visitors encounter a pop-up window stating they need a paid subscription in order to access content. For associations, these pop-ups may specify that additional content is accessible through membership only. This monetization model might push people toward membership or subscription, but it can also simply push them away. Therefore, hard paywalls are considered risky and might only be suitable if you’re confident visitors are willing to commit in one way or another to access your articles.

Registration wall

Sometimes called a regwall or regiwall, a registration wall is a method of online visitor relationship management that asks visitors to establish a free account with a website to have access to content. Managed well, it can:

  • Collect visitor email addresses, user behavior, and content preferences.
  • Identify your most loyal audience.
  • Increase conversion rates on subsequent paid offers or subscriptions.

While hard paywalls require some form of payment for access, registration walls are free. Perhaps the biggest advantage? Registration walls can quickly identify an association’s most loyal and engaged visitors, who can be targeted later in membership campaigns.

Metered paywall

The most common type, metered paywalls allow visitors to see a certain number of articles (five, 10, 20, etc.) prior to a paywall appearing. This version allows readers to explore content and discover your association’s value. However, be aware that metered paywalls can be overcome by clearing cookies, using Chrome’s incognito mode, or other fairly simple workarounds.

Freemium paywall

A mix of free and premium content, freemium paywalls allow your association’s editors to curate what content will be kept behind a paywall and restricted to members only. This approach can be useful for associations with an assortment of content and a large audience, as it allows readers to sample a wide range of content before being prompted to pay.

Determining What’s Best for Your Association

Placing too much content behind a paywall can harm your association’s opportunities to reach potential members and help those in need. It could also curb your ability to tell your association’s story to a wider audience and to raise important voices in your industry. But too little can cost you strategic advantages. So, what should you do?

Analyze the data with members and nonmembers in mind

Compare the benefits of ad revenue with the benefits of membership revenue. Keep in mind that the harder your content is to access, the less likely your association is to attract advertisers. That said, limiting access to content to members only could result in an increase in membership conversions. Therefore, it’s up to your association to analyze what benefits your association most: an increase in membership or an increase in ad revenue.

Determine your paywall’s design

Hard paywalls can create negative experiences, whereas granting visitors access to online content and parts of your online community demonstrates your association’s value while offering insight into the membership experience. Your association shouldn’t give all its content away, but you should consider giving new visitors a taste of your content instead of forcing them away with an ironclad barricade. Allowing free access to some content is a good marketing strategy that will boost SEO.

Whatever paywall you decide is best for your association, be sure to price your paywall items relative to other associations in your industry. And consider offering an online membership or subscription for those who aren’t interested in a traditional membership. Your association can underscore the allure of the full membership experience by reserving the benefits of it—leadership, volunteering, voting, decision-making, community access, and exclusive events—to those who pay the full membership rate.

Be Open to Adjusting Your Approach

Paywalls aren’t simple. Allow your association time to fine-tune your approach after exploring options and comparing data and research. Don’t be afraid to look outside of your industry for inspiration to improve your tactics. Determine your strategy, but don’t dismiss the potential need to change.

We’d love to hear your insights from your own paywall experiments. Share what you’ve learned by emailing associationconnect@theYGSgroup.com!

Guidance on Political Discourse in the Workplace

The election is over, but opposing political views remain. Many employers are recognizing that political discussions are becoming more common in the workplace. Some individuals may consider such discussions as healthy, whereas others may regard them as controversial and unwelcome. When opposing personal and political views come together in the workplace, the potential for disruption and other negative impacts on the workplace and productivity exist.

Here at YGS, we strive for a workplace that is inclusive, respectful, and productive for our associates and business partners. Our policies and programs are designed to promote inclusion and respect for all individuals and to foster a workplace where diversity and inclusion are valued. We strive to have a workplace that is free from harassment and we do not tolerate discrimination, harassment, or retaliation. Here is a glimpse into our policy on political discourse. It may help guide your association and its members through these sometimes turbulent and often emotionally charged conversations.

The YGS Group encourages employees to be engaged citizens and participate in political activities. However, associates may not utilize company resources in the creation, expression, or publication of political propaganda, nor can any actions they pursue negatively impact the workplace.

Associates may choose to support political candidates or issues on their own time—erect yard signs at their homes in support of candidates, use their personal telephone or personal email account to campaign for candidates or issues, or comment on social media using their personal computer or other personal device. However, it is imperative that these activities do not appear as the view of the company. They cannot impact our customers, the work environment, or the ability of the associate to work effectively in their role. 

While associates are free to engage, promote, and comment privately on political or legislative issues in a personal capacity, we want to remind all associates that it is not appropriate for them to publicly speak to or represent the company’s position on any political or legislative issue. Doing so is prohibited and a duty reserved for the President and CEO of The YGS Group. In addition, any behavior or activities that negatively impact our relationship with customers or others, or adversely affect the company, is grounds for disciplinary action. 

We recognize that managing the topic of politics in the work environment can be uncomfortable for some, even difficult, so YGS offers the following points to assist our associates:

  • Review the company Handbook and familiarize yourself with our policies, such as our Code of Conduct, Nonsolicitation Policy, our Anti-Harassment/Discrimination Policy, and our Social Media and Communications Policy. Questions may be directed to human resources.
  • Recognize that political topics may be polarizing. Take care not to disrupt the work environment or create an unwelcome or intimidating environment because of one’s conduct or activity.
  • Respect the personal views and privacy of others.
  • Refrain from making jokes, slurs, or other inappropriate remarks.
  • Use YGS resources responsibly for business purposes and in a professional and respectful manner; obey all applicable laws.
  • Whenever you are identified as a YGS associate, always communicate in a way that supports The YGS Group’s interests and reputation. Make sure you do not make statements that anyone could interpret as being our corporate statement. 
  • Seek guidance from human resources, as needed.

Reducing workplace stress is always good for business. If your association doesn’t have a policy on political discourse, now may be the time to create one. While your association’s policy on political discourse may differ from ours, it will likely serve as an important tool to help your association and its members maintain civility through potentially tense times and conversations.

Focus Groups Can Offer a Window Into Your Association’s Future

One of the most useful tools for an association to determine how best to utilize resources, a focus group is a facilitated discussion among a select number of members or other key stakeholders on a specific topic. Compared to many other types of research, focus groups offer deep insights, enabling you to get to the how and why of questions. This planned discussion, when done right, results in honest feedback that helps shape and improve any number of efforts you are considering—and it might even uncover opportunities you have yet to consider.

Focus Groups Offer Qualitative Information

Including approximately six to 10 participants will keep things manageable and allow you to derive depth and detail not always afforded from quantitative research projects such as surveys. Qualitative information garnered from focus groups can also be used as a part of quantitative research by comparing focus group responses to responses from a larger survey conducted among a broader audience. Keep in mind, research needn’t be either-or; you will likely optimize insight into your members’ needs and interests through a mixed-methods approach combining both qualitative and quantitative data.

Focus Groups Uncover Information—and Communicate You Care

Focus groups can be a powerful means of communicating with key stakeholders to obtain topic ideas for publications and newsletters, hear key words and phrases used by members that you can use in your communications, share your association goals with influential members who are likely to share them with others, get buy-in on initiatives, and demonstrate to members that you truly care about their opinions.

When Is a Focus Group Beneficial?

Do you want to assess reactions to a proposed offering before investing the time and money? Would you benefit from gathering feedback on existing offerings to assess ROI? Do you need to address challenges, shortcomings, or discover blind spots in your association—and then offer direction for addressing these issues? These are just some of the reasons to consider a focus group.

Are There Any Downsides?

A single focus group can yield powerful data, but because it doesn’t reflect a large sample, it can potentially result in data that is misleading. Be mindful that a few strongly held opinions might not accurately reflect the opinions held by all of your members. To prevent the possibility of misrepresentation, consider conducting multiple focus groups among participants from different demographics. And consider combining focus groups with more quantitative methods to round out and verify responses. This will allow you to take the pulse of your membership.

Online vs. Face-to-Face

Right now, people understand the need for focus groups to be conducted online and are more comfortable with this format than ever before. Fortunately, virtual focus groups offer some advantages, and the few downsides can usually be compensated for.

Most of the preparation and actual facilitation of an online focus group is exactly the same as for one that’s face-to-face. But since you can’t offer refreshments or a break for informal sidebar chats during an online focus group, icebreakers are especially important—as is maintaining a conversational, open atmosphere. The challenge of striking a balance between keeping the conversation flowing and knowing when to get out of the way to allow the conversation to progress naturally falls to the moderator.

And although reading body language can be stymied when you’re not physically with the group, facial expressions can be closely observed to assess the level of engagement, to see if someone might have something to say, or to see if someone might be indicating disagreement.

Prepare Clear Objectives and Questions

It’s tempting to try to discuss everything you’ve been wondering about. Avoid this pitfall! If you talk about too many things, you’ll actually end up talking about very little. It’s far better to limit the conversation to a clear set of related objectives and uncover deep and insightful information pertaining to a defined desired outcome. If you need information about other subjects, schedule different focus groups—all with clear sets of objectives.

Ensure Everyone Gets a Chance to Express Themselves

There is always a risk that one or two participants will be most talkative and others might remain more passive. As mentioned above, watching for facial cues is important. Are others nodding in agreement? Are others showing signs of disagreement? Is anyone trying to speak but not being given a chance? Before moving from one discussion point to another, ensure that all participants have had a chance to speak their minds.

Go With the Flow (but Not Too Much)

Focus groups let you ask follow-up questions, which can take the conversation in a beneficial direction. The risk, however, of allowing the conversation to go too far astray is real. A skilled moderator (and possibly a co-moderator) should continually assess the conversation to assure it meaningfully evolves or returns to the main topic.

Record the Focus Group

All focus groups should be recorded—both audio and video—with all participants seen and heard. Online focus groups make this easy regardless of the platform you select, allowing you to review the recording after the focus group to look for cues you might have missed during the actual meeting.

Prepare a Findings Report

In the end, you’ll want to capture the key takeaways, including meaningful quotes, along with points of disagreement and consensus. You’ll also want to create a section that presents recommendations based on your findings and an action plan for what to do next to ensure a meaningful outcome for your focus group.

In addition to sharing this report with relevant stakeholders, you will likely benefit from sharing it, in whole or in part, with the focus group participants. They have given you their time, and this is your chance to give them something back and show you really listened and plan to use their feedback to shape future undertakings.

Conclusion

While focus groups can be time-consuming and require real attention to detail, they offer tremendous ROI by directing your efforts to deliver maximum results for your member offerings, marketing endeavors, communication efforts, and more.

Thinking of conducting a focus group? Please let us know if we can help. YGS has conducted many focus groups with associations and would welcome the chance to share our insights.

Gain More Time by Using Association Management Software

Between renewals, payments, member updates, event registrations, postings, and other administrative work, you may struggle to find time for essential matters. As a result, member engagement, communications, fundraising, and growth get left behind.

If you are juggling multiple spreadsheets and email lists, it’s possibly time to consider association management software (AMS). With many options available, picking the right AMS can be overwhelming. So let’s start with some basics.

What is association management software?

AMS is software that combines your activities onto a single platform. Member information, communications, event management, finances, and reports are all in one place, making it easier to run your association using centralized data. With your membership data in an AMS, updates are quicker and easier, and your information is up to date and accurate.

Why is association management software important?

Communication tools are part of most association management software, and since the member data is in the same place, you don’t need to upload email lists or struggle with additional bulk sending platforms. This frees up time to focus more efforts on messaging content,  getting reports of open rates, fixing undeliverable addresses, and assessing click-through data when you include links to your content.

With accurate data comes the ability for in-depth reporting to your members, your management, and your board. An AMS enables reporting to happen much more efficiently, no longer requiring you to compile data from multiple systems and spreadsheets. Instead, the data within your AMS empowers you to provide the information to the people who need it, so decisions can be made quickly and confidently.

Most AMS includes a self-service portal for members to update their own information, so email addresses, phone numbers, and addresses are up to date without you having to take a call, jot it down, and update it later. Self-service portals also keep your members engaged with self-registration for events or services, freeing you up to focus on other endeavors.

How to select association management software?

There are many effective AMS platforms available, with a vast range of prices and capabilities, so choosing the right one can be a challenge. You need to think about which one fits your association best in terms of features and price. Most solutions come with a 30-day free trial, which can enable you to take it for a test drive with no commitment.

We are here to help you assess the platform that meets your needs and budget, and can assist you in negotiation, execution, and roll out. 

Blog Best Practices

Without understanding how your blog fits into the bigger picture of your marketing efforts, or without knowledge of the more granular techniques that make a blog successful, you could risk wasting a lot of time on something that will not provide much ROI. Let’s explore the reasons why blogs have risen in popularity among professional organizations, and how you can make your blog as successful as possible.

Why should your organization publish blog posts?

There are two main reasons for posting blogs on a website:

  1. To position yourself as a thought leader in your industry and to offer useful information to readers, so you can nurture your relationship with them (otherwise known as content marketing).
  2. To improve the value of your website and rank higher on the search engine results pages (a tactic that contributes to search engine marketing, or SEM).

To do either of these things successfully, you need to have a basic understanding of content strategy and SEO. You need writing skills, supportive imagery, and even some good old-fashioned marketing knowledge (understanding your target audience, for example).

Writing Techniques for Blogs

  1. Put people first. Any blog that isn’t written with a human reader in mind—with the ultimate goal of offering useful information—likely won’t be of much use to people or search engines. It’s in Google’s best interest to favor the most relevant and reliable information, as it relates to a user’s query. So, think about what your audience might ask, and then answer that question clearly.
  2. Make it easy to understand. Most people want quick and direct answers. Many content management systems incorporate plug-ins (like Yoast) that will automatically assess the readability of your content and offer suggestions for improvement. These plug-ins are largely based on readability formulas like Flesch-Kincaid that look at how many syllables are in a word, how many words are in a sentence, and how many sentences are in a paragraph to determine how easily a reader will be able to understand the content.
  3. Make it easy to skim. Avoid big chunks of text. Incorporate subheads, lists, images, or other visual elements to help break up the information.

SEO Techniques for Blogs

  1. Think about links. It may be tempting to include links to every website you think about as you write, but too many outbound links will only serve to distract the reader. You want them to finish reading your article—not get sucked into the rabbit hole. Inbound links (meaning links to other pages on your own website) can improve the internal linking structure of your site, which adds SEO value to your site overall. Also keep in mind that the links at the beginning of your blog hold more weight than any hidden below the fold, so try to include an inbound link toward the top of your post if you can. Links to product or service pages are good, but links to other longform content are better.
  2. Make anchor text obvious. The words you use for links should always indicate where the link is directing to. Words like “click here” don’t tell the reader (or Google) exactly where that link will lead them. So if you’re linking to a chicken soup recipe, use “chicken soup recipe” as your anchor text.   
  3. Use primary keywords. Of course “keyword stuffing” is an outdated SEO technique (that could actually do more harm than good now), but you do want to still incorporate keywords into your content in a natural way. Without keywords, Google will not be able to identify what the content actually covers. Keep in mind that keywords in headings hold more weight than keywords in body copy.
  4. Use secondary keywords. In order to assess how thorough a story is, Google will look for supporting words that they expect to see in connection with the primary keywords. For example, if you wrote a blog about Gordon Ramsay but didn’t mention “chef,” “restaurant,” or “food,” you might not be covering the topic very well in the eyes of search engines—or humans.
  5. Do keyword research. There are tons of tools that can show you what keywords your competitors are using, how many people search for those words, how many results already exist for that word (to gauge competitiveness), and that offer suggestions for related search terms you can incorporate into your content to make it the best it can be.
  6. Update old content. But don’t change the URL. Google wants to show people the most current and accurate information, but pages do accumulate value over time. Changing the URL will reset the value of that page, making you lose out on the longevity factor. Updating old posts can sometimes be more beneficial to your SEO than creating a new post.

Strategy Techniques for Blogs

  1. Choose topics wisely. As we mentioned earlier, you should always be thinking about the value your content is offering to the reader. Are you answering a question? Will they learn something? This is not to say you must only write about products or services. Your blog can be a great place to showcase your company culture to prospective employees (who are likely a segment of your audience). Just make sure you know whom you’re talking to and why they might care about the content.
  2. Get other sites to link to your blog. If you write something good enough for another site to cite it as a source, that tells Google that you have thorough and reputable information on the page—and you will be rewarded in the SERPs (search engine result pages). Some SEO professionals will pitch their blogs to related companies to gain these links or strike deals for guest blogs.
  3. Share your blogs. Use social media and email marketing to get your content out there! The more readers you have on the page, the more valuable it becomes.
  4. Measure the results. Just as with any marketing tactic, there’s no point in doing it if it’s not performing. Track how many views your blogs get, how long people stay on the page, if it’s being shared, where people click—the more you understand your readers’ behavior, the better you can adjust your approach moving forward. Plus, tracking these metrics will show the leaders of your organization just how valuable the work is.

Not as Easy as It Seems, but More Important Than It Seems

Sure, generating high-quality content from scratch takes a lot of time and effort. But not doing so will put you at risk of failing to have a substantial digital presence. If you can’t take on a full-fledged content marketing campaign yourself, try outsourcing to a trusted digital marketing vendor.

YGS is here to answer your content marketing questions and set you up with the services that will bring your efforts to the next level. Reach out if you’d like to connect!

Putting Others FIRST

At YGS, we firmly believe that service to our community and staying true to our principles are of the utmost importance. We begin every company meeting by reaffirming our “FIRST” values—Flexibility, Integrity, Responsibility, Service, and Trust—and every employee makes a strong effort to embody those values daily.

On March 3, (during what we’ve come to affectionately refer to as “the before time”), six female YGS associates (myself included) attended the Junior Achievement Young Women’s Symposium at Lebanon Valley College. We served in a mentorship role, sharing our career journeys with groups of high-school-aged women who were nominated by their schools to participate. Most of the young women were considered to be in the “academic middle”—not the worst students but not the star pupils, either. This group often gets overlooked and underserved.

The ultimate goal was to help those students gain personal and career success skills while exploring varied career options by speaking with us (mentors), listening to guest speakers, and doing practical workshop activities. It was a wonderful experience to bond with these young women, find out where their interests lie, and offer some helpful advice as they navigate their way through this crazy thing called life.

Personally speaking, my favorite part was receiving little notes from the students at the end of the event with sentiments such as “Best mentor ever!” and “Thank you for being understanding, caring, and patient today.” We actually made a positive impact that day. We gave back to our community in a meaningful way. It’s enough to make you feel all warm and fuzzy inside.

And then, a scant few days later, the world seemed to stop. Our lives were all turned upside down. But the needs of our communities have not only remained—they’ve grown. So, now that we’re in a much different environment, how can we continue giving back to our communities in safe and meaningful ways? Here are some suggestions:

  1. Donate to nonprofits, charities, and food banks. These are hard financial times for many of us, but if you can, put some of your funds toward a worthy cause. Be sure to do your research, though, to be certain the funds will be used correctly.
  2. Deliver meals and groceries to the needy. Almost all of us have witnessed firsthand the wonder of contactless delivery, thanks to services such as Grubhub and Uber Eats. Take that idea and run with it! Deliver food to nursing homes, homeless shelters, or even local schools.
  3. Give blood. Blood donations have decreased dramatically since lockdown started. Contact the Red Cross or other donation sites to lend an arm.
  4. Reach out and stay in touch. During these days of such isolation, sometimes the kindest and most selfless thing you can do is simply reach out and let someone—a neighbor, a family member, or an old friend—know that you’re thinking about them and that you’re there if they need you. A call, text, email, or even a conversation through a window or glass door can go a long way toward staving off loneliness.
  5. Volunteer from home. Allforgood.org is a digital hub for volunteerism and community engagement that allows you to search for volunteer projects based on your location. If you’re feeling particularly inspired, you can even host your own project via the site.

Giving back to our communities is more important now than it’s ever been. Take the time to make a difference and put others FIRST.

Pros & Cons of Using Stock Photos in Your Marketing

Images enhance marketing efforts, and stock photos are widely attainable to license for creative use. They have been around for almost 100 years and are now available all over the internet. According to Shutterstock, some of the most popular stock photos include people, travel destinations, animals, and food. While there’s nothing wrong with integrating stock photos into your marketing collateral, it is important to know when it makes sense to purchase the rights to legally use these professional photographs, and when using stock photos should be avoided. To help you establish best practices, we’ve compiled the following pros and cons.

Pros

Fast and Easy

Using custom photos requires your organization to hire or assign a photographer, coordinate a photoshoot, and wait for images to be edited. All of this involves a lot of time. Using stock photos requires some vetting but can significantly abbreviate the production schedule of your project.

Affordable

Hiring a photographer costs money, and not all project budgets can accommodate this kind of expense. Since stock photos typically cost just a few dollars each, they will likely be the more affordable option. Keep in mind you can pay for an individual image or sign up for a monthly membership on stock photography sites.

Versatile

Countless photographers from around the world contribute quality images to stock photo sites. The variety of images available for use is vast, and stock photos can be used in many different ways. Finding the most appropriate image for your marketing scope and goals can be as easy and inspiring as typing a keyword and browsing through a library.

Professional

As long as you select a high-quality stock image for use, you can be confident it will look great. You can even choose the image size and file type you want before downloading to ensure your image will work for your purpose. Images for print require a much higher resolution than a social post, for instance, and most stock photo resources offer several versions to choose from based on your needs.

Flexible

While stock photos can sometimes come off as commonplace, they can be edited and enhanced to look original. This allows you to adapt borrowed content for your specific purposes.

Cons

Licensing Restrictions

Even though you’re paying for a stock photo, you still have to follow licensing requirements. Some photos can only be used for editorial use and not marketing purposes, so be sure to read the fine print. Using a photo for purposes not covered in the agreement could have costly consequences.

Dime a dozen

There is no exclusivity with stock images, which means competitors could use the same images that you select. This has the potential to undermine your message and make your collateral feel fake or indifferent.

Cliché

Stock photos are often spotted for their lack of originality, and sometimes their triteness even errs on being comedic. You’re only granted seconds to capture your audience’s attention, so be mindful of the first impression stock photography makes before implementing it in your marketing, and always strive for something unique.

When to Use Stock Photos

Stock photos could be your best option when you’re pressed for time or need to promote your organization but don’t have the pictures to do so. Just be sure to source your stock photography from a reputable source, and keep in mind that the effectiveness of stock photography depends on how it’s used throughout your marketing content.

When to Avoid Using Stock Photos

Because your website should represent your organization’s personality and brand, it’s opportune to use authentic visuals on this platform. You will more effectively communicate your organization’s culture and philosophy by integrating unique photography featuring your specific associates, performance, and products. Since social media is riddled with stock photos, it’s another platform on which using original photos will likely garner increased attention and engagement by demonstrating the unique personality of your brand.

Conclusion

When used methodically, stock images can practically and powerfully compliment your marketing. But for reasons indicated in this article, you should steer away from relying on stock photos entirely. Consider hiring a photographer to capture a wide range of content that can be used and reused on your organization’s various marketing channels, and invite your associates to submit photos for use on social media, where candid content generates interest and interaction.

A Quick Guide to Getting Started with Video Voiceovers

We know that simply adding video to your marketing strategy can be highly effective, but when it’s appropriate, including a voiceover in your video can offer even better engagement. Hearing a human voice can evoke emotional responses, provide more intimate experiences, and, thus, cultivate deeper connections with audiences.

Keep in mind that voiceovers aren’t always necessary or even right for every video; maybe your aim is to inspire with music to support a powerful visual. But say you’re looking to promote the latest issue of your publication or encourage registration for an upcoming online educational series. With a bit of learning and a basic understanding of what sounds good, you can master the art of the voiceover and seriously up your video game.

First, Decision Time

On your next video project, first consider how a voiceover could help (or hurt) the effectiveness of your message. Think about whether you need the viewer to listen to the video or if the message is clear enough without supporting narration. There isn’t necessarily a best practice here, but if you want your message to be short and sweet (often the case for social), perhaps a simple text overlay will do the job just fine. However, if you’re using video as a more informational medium or to garner a response, you may find the emotional nuance of voice bolsters your message.

How to Start

So, you’ve decided that a voiceover will improve your next video, but you’re new to the game. What equipment, software, and skills do you need? The good news is that you don’t have to break the bank to get started.

Equipment

It’s been found that audio quality is typically more important to viewers than video quality, so it’s probably wise to invest in a microphone (preferably, with a foam cover or a pop filter). There are plenty of options for under $100 that will help to cut out background noise and make your narrator sound clearer than they would with a built-in computer mic. Having a professional mic can also save you time spent refining the audio in the editing phase.

To further improve audio, you could also consider purchasing a mixer, which can take multiple audio inputs and fuse them into one for simpler editing. Like mics, plenty of mixers on the market are relatively inexpensive and can save time in post-production. Now, although a mixer isn’t absolutely necessary to deliver high-quality audio, if you’re churning out videos on a consistent, frequent basis—especially if you expand capabilities to utilize multiple voices in other media—a mixer could prove to be a worthy investment.

Software

Software needs can be summed up in one word: free. Free programs such as GarageBand (for Mac users) and Audacity (compatible with any operating system) are easy to use, and neither has a super steep learning curve. You can record audio and edit it directly in both programs. Another option, also at no additional cost if you already have Adobe Creative Suite, is Adobe Audition. It gives you some more versatility with extras (sound effects, enhanced noise filtering, etc.), but those features are a bit more handy for long-form media like podcasts. It’s probably best to stick with one of the first two options for simple voiceovers.

Skills

Learning how to create clean voiceovers takes some time, but it’s worth the effort. One or two staff members could dedicate the hours to training, and for that, YouTube will be their best friend. There are countless online videos available that can teach you the ins and outs of setting yourself up for voiceover success. Encourage your designated experts-in-training to play around with the software, and make it fun. You might just find opportunities to expand your audio capabilities further (podcasts, improved webinars, more constructive learning modules, etc.).

The Voice

When it comes to voiceovers, it’s all about the voice. The tone must always align with your message. For instance, if you’re trying to persuade a member to attend a virtual conference, you want to sound encouraging and inviting. Understand your audience and think about how it would respond to a certain tone and wording.

You’ll also want to hone your diction and pacing. If you’re reading from a script (you should be), make sure you know the right pronunciation of every word and speak distinctly and at a reasonable speed. Practice makes perfect—record yourself, play it back to yourself, and refine. Remember, your goal with a voiceover is to add a relatable emotional element to garner greater attention. Be professional, be on brand, be articulate, and be human.

We Can Help

Although YGS does not offer voiceover-only services, we are experienced with delivering effective video solutions that, when appropriate, include narration. If you’re looking for guidance on how to implement voiceovers into your video strategy, or if you need a partner to create a strategy, plan, or videos themselves, connect with us!

Whether you decide to take on voiceovers in house or choose a third-party expert, know that with a bit of know-how, practice, decent equipment, and thoughtful strategy, a little voice can go a long way toward ensuring your messages are heard—literally.

5 Must-Knows for Marketing Follow-Up

As in personal endeavors, in business strong relationships develop over time and across multiple interactions. Whether your organization is reaching out to current or former customers or members, or exploring new leads, following up a marketing campaign with outreach is crucial to your organization’s success. That said, there are so many things that can go wrong in the process. To help you optimize your approach, we’re providing guidance on how to avoid roadblocks and drive results through diligent persistence.

1. Strategize with research

As Stephen Kodrich, YGS vice president of corporate sales, emphasized, the key to a strategic and optimized sales follow-up process is, “research, research, and research.” It does take time, but rest assured the effectiveness of your campaign follow-up is dependent upon your ability to get to know prospects and to position your organization as a trusted advisor. Doing so allows you to determine if your product or organization is a good fit for their company or profession, and it will also play a major role in establishing trust throughout your communication.

Research also bolsters lead generation accuracy, which is why YGS recently invested in a new search profile tool. The results? As Kodrich explained, “Gone are the days of trying to guess someone’s email domain! Because there is a high level of accuracy in the contact information that is being provided right down to a contacts title, department, number of reports, email, and cellphone, the corporate sales team is now able to feel confident in their lead generation efforts. Just as importantly, the tool allows us to filter keywords like ‘marketing automation,’ so we can proactively understand where an organization might be in the decision-making process regarding a critical initiative.” 

2. Adopt a multifaceted approach

When it comes to follow-up, many people are tempted to throw in the proverbial towel too soon if initial efforts fail to garner results. Others restrict the chances for ROI by limiting the medium of their method. But as Kodrich said, “Like any campaign, it’s important that outreach is consistent and that it is varied.”

According to SalesForce, it takes six to eight touchpoints to create a real sales lead. Consider using a combination of email, phone calls, and even social media in your campaign follow-up, and strive to keep campaign tactics from being one-and-done. “Remember that a great deal of time as been put forth around the creative campaign content, and follow-up touchpoints need to mirror that approach,” Kodrich said. 

3. Make each interaction value-oriented

The purpose of the majority of your follow-up communication should be to send useful, valuable information to your prospects. Sharing industry news, connecting prospects with people they’ll find helpful, or inviting them to events they’ll find useful all demonstrate appreciation for and investment in your prospects. Content and information that enable and empower your prospects to do their jobs better is the ultimate way to establish trust. And when your campaign is fashioned to benefit its target audience, “account executives can repurpose campaign content in ongoing outreach,” Kodrich pointed out. “At YGS, account executives highlight specifics in order to emphasize what might be the most applicable topic based on our knowledge of particular accounts.”

4. Ensure follow-up is happening  

How do you make sure your sales team is staying on top of the sales pipeline? How do you guarantee your sales team is tracking leads and moving prospects toward a buying decision? After all, proven sales follow-up formulas only work when they are put into play. “At YGS, Salesforce is the sole source of truth when it comes to making the transition from lead to an account,” Kodrich said. “This customer relationship management software allows YGS to keep track of touchpoints executed after each campaign tactic, and a Dashboard report can be generated to highlight where an association executive is in his or her follow-up of each tactic.” Reports maintain a sense of accountability while providing easy-to-digest metrics, which is a win-win for everyone.

“And in order to generate and refine best practices, we also highlight what individual team members are doing in their follow-up during our weekly team meeting,” Kodrich said.

5. Be versatile and actionable

When it comes to follow-up, it’s important to remember all methods are on the table—phone, text, email, snail mail, social media. Use whatever works and recognize that the more touchpoints you use, the better chance you have of staying top of mind. If you utilize different channels and stay polite throughout your communication, you will be able to form relationships that afford responses and close more sales.

With regard to campaign follow-up and beyond, your association has immense potential for non-dues revenue. Contact us to discuss how we can help you leverage market trends and translate them into strategic tactics that generate gains.

Making the Most of Cancelled Projects

So, that project you’ve been working on for weeks, even months, has suddenly been cancelled. All your hard work has been seemingly lost to the ether, never to be recognized with a tangible, completed outcome. That noted, whether it be a cancelled campaign, event, or any other initiative, it doesn’t have to be a total loss.

As a professional who has anything to do with project management, it’s important to first understand that any project can be subject to cancellation. There are plenty of reasons for a project to end prematurely, such as loss of effective timeliness, budget constraints, or shifting business priorities to name a few—the latter two reasons being much more common in today’s fast-moving, pandemic-influenced environment. Note that these reasons are very rarely ever any one person’s fault but simply the product of necessary changes in your association’s focus.

Strategy and Process

While you move on to the next important initiative, there are certainly lessons from that cancelled project you can carry with you. One of those lessons is in strategy.

Evaluate and identify the steps from your process that worked. Ask the following questions: 

  • Were any efficiencies created, or are there apparent steps in the process that could have been done more efficiently and, thus, more easily?
  • Were there too many “cooks in the kitchen” or not enough (or the right) team players involved?
  • How many times did you have to go back to the drawing board?

Answering those questions could lead to a more sharpened strategy and process from the start. Don’t ignore the fact that the project could have been done in a more efficient, succinct, and thoughtful manner.

Skills

Was your team taking on something it hadn’t done before when embarking on the cancelled project? Perhaps at least one member of your team (probably more) spent time researching, learning, and practicing a new skill or program. Harkening back to efficiency and process, was there proper time allotted for that person to become proficient enough at the new skill? If you didn’t identify a sufficient learning period, that could have been detrimental to the entire team’s expectations of progress on the project.

If you’re the person on the team who was learning the new skill or program, don’t be discouraged and stop learning it. Chances are, if your association was gung-ho on exploring a new area, the cancelled project wasn’t just a one-and-done attempt. Set aside time to continue learning and look for ways to integrate that evolving knowledge into future projects.

Pivoting and Agility

What if your project or initiative wasn’t outright cancelled but forced to change course drastically by some unforeseen factor—you know, like a pandemic? Well, every association was blindsided by COVID-19 this year, and instead of fully cancelling projects or events, many have pivoted to a solely virtual approach in both communications and events.

Going virtual while in the middle of planning requires the utmost agility, and sometimes the entire plan can change. That doesn’t mean you scrap everything that’s been done on a certain project. It just means you have to transform your strategy to best serve the new medium. In many cases, the communication and design conceptsremain, but the project’s final form is delivered to the audience in a more adaptable, appropriate way. There are even ways your association can benefit more from the change (e.g. from an advertising and sponsorship perspective).

Silver Lining

Cancelled projects don’t have to be wasted time and effort. If you go about them the right way, they shouldn’t be. Whether it’s process improvements, more effective strategy, growing your skills, or pivoting when you-know-what hits the fan, take away what you can to better your overall association communications and strategy. You’ll be better for it in the long term.

As always, connect with us if you’re looking for insights and strategies on all things strategy, marketing, and events. We’re ever-ready to amplify your voice to any audience.

Farewell, Fragmentation. Hello, Integrated Marketing!

It’s not just another catchphrase: Integrated marketing is a strategic communications approach that brings consistency and coherence to the complexity of creating and delivering valuable messages to your target audience. By definition, integrated marketing refers to the process of aligning and coordinating a marketing organization to deliver a consistent, seamless, customer-centric content experience across all channels. And according to Kantar Millward Brown, integrated campaigns are 57% more effective at building brands. 

Now that we’ve covered what it is, let’s look at how to establish an integrated marketing campaign.

Beginning is as easy as 1, 2, 3

  1. Understand Your Audience: What do they want? What are their habits? What media do they consume, and how do they consume it? You can delve deeper by evaluating what your audience experiences through primary research with market trends, seasonal needs, and historical patterns.
  1. Understand Your Brand: It sounds like a no-brainer, but you truly need to understand how your mission/brand relates to your target audience’s needs to determine the right marketing mix. 
  2. Bring All the Players into Planning: Make sure your internal team and any outside marketing partners are on the same page. 

Once you’ve laid this foundation, you can move onto goals, channels, and more.

Determine your overarching campaign goal

Before you consider what channels will be part of your integrated marketing campaign, you must determine the overall goal.

Select your marketing channels and set goals for each one

Utilizing a variety of marketing channels will broaden the reach of your message, and your overarching integrated marketing campaign goal will likely inform what channels you use. Keep in mind different channels have different strengths and weaknesses, and different types of content suit different channels better. Don’t get discouraged if you see one or more channels plateau. Rather, consider any said setbacks as opportunities to add, remove, or test new channels.

Define your audience personas by channel

Without knowing the target audiences of your channels, you’ll be shooting in the dark. While there will inevitably be some overlap, you’ll need to understand exactly who you’re talking to on each medium and how you can tailor those specific assets to be the most successful.

Identify your channel managers

Every marketing team differs. You may have different people (or entire teams) in charge of different channels, or one person may be at the helm of it all. Either way, you must determine who specifically will be in charge of ensuring their channel(s) is aligned with the campaign.

This utilizes and fosters expertise on channels (with regard to audience, optimization tactics, posting cadence, reporting strategies, etc.). Because putting one person in charge of all channels may be overwhelming and could cause the content and campaign to suffer, strive to share channel management responsibilities across at least a few people.

Create adaptable marketing assets and content

As copywriting, graphic design, and other creative processes take center stage, be mindful that one way you can keep your campaign consistent (and ease your workload) is by repurposing content on different channels. Just be sure any creative assets you create and repurpose align with your brand guidelines and are consistent with each other. You might even find it helpful to create a set of brand guidelines for your integrated marketing campaign.

Launch, measure, and iterate your campaign

It’s time to put your campaign to work—but that doesn’t mean you’re done! In order to evaluate the success of your integrated marketing campaign, you will want to track metrics of the key performance indicators (KPIs) relating to your overarching campaign goal (e.g. boosting brand awareness, rebranding, new product, etc.). This kind of evaluation will allow you to learn from each integrated marketing campaign and apply insight garnered to future campaigns. 

Conclusion

Integrated marketing is about more than just having the same slogan, identity, and brand colors on every marketing channel; it’s about creating a coherent story. When mixed messages are eliminated in your marketing, a unified, seamless experience is created across all channels for your audience.

At YGS, we enjoy analyzing challenges for our clients from an integrated marketing perspective. We’re dedicated to understanding your brand and your target audience so we can provide recommendations and help you craft the right messages, mediums, and mix that will make the biggest impact.

If you have questions about our process or just want to discuss how we can help, shoot us a message.

Planning Content in Ever-Changing Times

Fall has almost officially arrived, and the end of the year is drawing near. In many ways, it almost doesn’t feel real. This year has been full of tumult and uncertainty, thanks in no small part to the pandemic, racial tension and civil unrest, natural disasters … the list goes on. But, as they say, time stops for no one, and for many associations the fall season means the time to plan publication content for the coming year is nigh. This begs the question: How do you plan content several months in advance when the state of the world is changing so rapidly? Here are a few pointers:

1. Do a survey. With all that’s changed in the last year, there’s a good chance that the content needs of your membership have changed, too. Consider surveying your members to find out what content they care about in this new climate and how they prefer to receive it (via print magazine, website, blog, enewsletter, etc.) Post in member message boards and on social media channels, or try using resources such as SurveyMonkey or Google Forms.

2. Embrace the new normal. Take a good hard look at your magazine in its current form, and ask the following:

  •  Do all the columns and departments still make sense given the current state of things?
  • Do any of the sections now seem tone-deaf with all the changes your association and its members have undergone?
  • Does your current method of delivery still make sense?

Now is a great time to evaluate the architecture of your magazine and adjust accordingly so it accurately reflects this “new normal.”

3. Identify the evergreen. No matter what curveballs might be thrown your way, there are some content topics that will always be relevant and meaningful to your membership. Identify what those topics are and incorporate them into your editorial calendar plan.

4. Stay flexible. It’s a sound strategy to have a content plan in place for the coming year, but it’s important to remember that nothing is set in stone. Be sure the topics you choose to cover are broad and nimble enough to change based on current events and the changing landscape. And, if something just feels completely out of touch, don’t fret about changing the plan completely. Relevance is key, and members will appreciate you giving them information they value, even if it deviates from the original plan. (If you do deviate from the plan, however, check with your advertising team to ensure no ads were sold around the planned content.)

5. Get retrospective. We’ve all learned a lot over the past year. We’ve had to adapt to many difficult changes in circumstance and overcome adversity in myriad aspects of our businesses and our lives. Use the knowledge you’ve gleaned from 2020 to inform your 2021 content. Share valuable advice with your membership on how to make proverbial lemonade from a year that’s been filled to the brim with lemons.

If you’re still unsure of how to get started with next year’s content planning, drop us a line. The YGS content & copy team is more than happy to help you come up with a content strategy that will help your association achieve its goals for years to come.

Boomerang Employees: How to Win Back Your Best Former Associates

It’s no secret that job-hopping is on the rise. While sticking with one job for 15-plus years used to be the norm, most hiring managers are now seeing longer resumés with some positions lasting only two years or less. There are many speculations as to why this trend emerged, but along with shorter tenures comes an increase in candidates returning to former employers. HR professionals call these rehirings “boomerang” employees.

How Common Are Boomerang Employees?

According to a survey by Forbes.com, 85% of HR professionals said they have received resumés from former employees in the past five years. And 40% said their organization hired back half of those applicants. So, it looks like many employees want to return to a company they worked for in the past, but only a fraction of them get the chance to do so—which is a shame because there really can be some great benefits of welcoming past associates with open arms.

Advantages of Hiring Boomerang Employees

Here at YGS, we’ve been fortunate to have welcomed back several former employees. There are many advantages of rekindling those relationships, including:

  • Reduced training time. The learning curve for boomerang employees is significantly less than someone joining your team for the very first time, especially if they’re returning to the same role they had filled previously.
  • Clear expectations. One of the most common reasons for job-hopping is when a candidate finds that their expectation of the company or role is different from what they understood during the interview process. Someone who is already familiar with the nuances of the job won’t be faced with those kinds of misunderstandings.
  • Culture comfort. If it’s been a short time since the employee left their initial position, chances are they still know a handful of people working there. They will also already be familiar with any elements of the culture that are specific to your company. This goes a long way in making them a great fit and maintaining a seamless team dynamic.

As you can see, by rehiring former employees, you can eliminate many of the challenges that often come with training, expectations, or culture fit—which is a win-win scenario for everyone involved and really be a mutually beneficial arrangement.

How to Win Back Former Employees

Although rehiring won’t work in every instance, those employees that you’ve missed since the day they left are well worth fighting for. The tricky part is that most of the things you can do to entice boomerang employees need to happen well before they leave your organization.

What You Can Do Before Employees Depart

Obviously, the culture you build within your organization is a huge factor for why employees may want to return. So put real effort into cultivating a company culture that people will want to return to—or ,better yet, won’t want to leave in the first place. This doesn’t just mean hosting ice cream socials or allowing dogs at the office. Real company culture is built on making employees feel valued. Here are a few key items to keep in mind:

  • Offer new and challenging opportunities. Fostering constant learning is a great way to keep associates engaged and excited about their work. Just be sure to follow their cues of when and how much they can take on at once, because you don’t want to overwhelm them with too many new things at once. But offering ongoing development opportunities—attending conferences, earning certifications, or taking charge of special projects, among others—can help employees feel invested in your company, because it shows you’re investing in them.
  • Ensure a growth trajectory. One of the top reasons people leave their job is because they feel like their position is stagnant. Of course, you want to hire goal-minded people who can help your organization grow. The tricky part is ensuring that those people see the chance to achieve goals in their own career path and that they don’t feel like they need to leave your organization in order to further their career. So promote from within wherever possible, and help people see what’s possible for them if they work hard and stick with it.
  • Acknowledge good work. Positive reinforcement goes a long way, and people work harder when they feel genuinely appreciated. So be authentically impressed by your team’s successes! Celebrate wins and build a culture where every person is recognized and valued.
  • Maintain open communication and trust. A culture where associates feel comfortable coming forward with ideas or concerns will win over a silent culture every time. You never know where the next great idea will come from. So make sure every voice is heard.

All of these points are factors that may contribute to an employee’s decision to return to your organization. If the person started working for your company straight out of college, they may not realize that these culture elements aren’t always present at every job. It very well may take their departure to make them see how good your culture really is, so it’s important to never take a resignation personally.

Even after an associate has submitted their notice of resignation, while they’re serving their final few weeks, you have opportunities to lay the groundwork for a smooth return, if they should choose to do so. Make sure the person knows that their achievements for the company are deeply appreciated. If you would consider hiring them again in the future, tell them so before they leave. You can exchange personal email addresses or connect on LinkedIn to keep in touch. By parting ways on good terms, you can keep that relationship strong and embrace the potential to reconnect in the future.

What You Can Do After Former Employees Re-Apply

No matter how good your culture is, there’s sometimes no way to prevent a great employee from leaving. The truth is that there are tons of different reasons why people move on from their jobs—ranging from financial motivation to factors in their personal lives. If they do decide to apply again in the future, try these tactics to make their return worth their while:

  • Offer a new title and/or pay increase. Prevent the candidate from feeling like they’re backsliding in their career by giving them a little boost. Just make sure that any new responsibilities are clearly outlined, so that everyone understands the expectations.
  • Present any changes that took place in their absence. Perhaps an issue that had contributed to the candidate’s departure in the first place has since been remedied. Or maybe a new challenge has come to light that they might be able to help you with. The person will be grateful to be brought up to speed on any relevant shifts within the organization.
  • Ask them what they want! If you’re unsure about what factors might win back your employee for good, just ask them. You may be able to accommodate requests for things such as a different desk location, an adjusted work schedule, or maybe a specific piece of equipment that could make their job easier. You may be surprised by the big difference that small adjustments can make.

In Summation

As you can see, welcoming boomerang employees back to your organization can be great for everyone. And if you have a strong enough company culture, open communication, and opportunities for growth, those associates that you worked so hard to train may choose to resume their journey with you.

Content Marketing 101

You know the feeling—you’re watching a YouTube video when suddenly you’re interrupted by an ad for a product that you would never have any use for. Now, say the video you’re watching is a tutorial—something you can learn from—you’re likely engaged with that content and eager to see more. Maybe you’ll even share the video for your all your friends to see.

This scenario shows us the value of content marketing. Because that paid ad was an unwelcomed annoyance to the viewer, while the tutorial video itself is what the viewer searched for and really wanted to see. Think about how this could apply to your brand. While there is some cost associated with the production and distribution of videos, the value they bring to a relevant audience can create a connection with a customer that often cannot be achieved through traditional advertising alone. So, why not put out high-quality, informative (and branded!) videos for viewers to enjoy and share?

What Is Content Marketing?

At its core, content marketing is intended to offer something of value that a potential customer will seek out on their own. When a customer returns to your brand again and again—subscribes to your newsletter or follows your brand on social media—you are building a relationship with them. They will come to trust you as a source of information that is valuable and relevant to them, and that trust often leads to conversions and, with any luck, brand loyalty.

When it comes to traditional ad placements, like a TV commercial or a billboard, it can be tough to track conversions or know if you’re reaching your target audience at all. The beauty of content marketing is that by offering valuable information (for free), the right people will see it. And if they like it enough, they will share it on their personal social media channels or text a link to a friend or colleague—essentially circulating your brand’s message for you. Those friends and colleagues are more likely to pay attention to a message they received from someone they know, rather than a message from an unfamiliar brand. And digital channels make it easy to use analytics to measure exactly how successful a given campaign really was. Those insights should inform the content you produce moving forward, so that you’re constantly improving your ROI.

With this in mind, it’s easy to see how important content marketing has become for brands competing in today’s market.

Elements of a Content Marketing Campaign

Content comes in many forms. We began this article using video as an example, but some other common types of content include:

  • Blogs/articles
  • White papers
  • Case studies
  • Social media posts
  • eNewsletters
  • Podcasts

As we mentioned earlier, the focus of these materials should be to frame your product or service in a way that is interesting and useful to the reader. One famous example is Jell-O’s groundbreaking 1904 idea to print recipe books that showed consumers all the different ways they could incorporate this product into every meal! These recipe books, combined with brand reinforcement from traditional advertising, caused the popularity of Jell-O to skyrocket. Clearly, content marketing is nothing new, but it has risen in popularity in recent years due to the ease of distribution and tracking via digital channels.

If your company or organization offers services instead of products, position yourself as a thought leader in the industry. Show how knowledgeable you are about your services and how those services might align with the goals of your target audience. Help them to envision themselves engaging with your services—just as Jell-O planted the seed in the minds of household cooks across the nation.

Ideally, your content marketing campaign will use most (if not all) of these content types to round out your overall content strategy, which brings us to our next point.

Content Strategy

When strategizing a robust content marketing campaign, you’ll want to think about how all the pieces will work together to achieve your goals. For instance, it can be really tough to keep up a consistent social media presence if you’re not producing long-form content (like blog posts) on a regular basis. On the flip side, if you’re writing tons of blogs but not promoting them via social media or newsletters, the chances of your audience finding and reading them are pretty slim.

A successful content strategy is a road map for a customer to follow that leads them to act. So, think about what you want your readers to do or click on, but avoid spammy or salesy language at all costs because readers can see right through it. The content should always be framed in a way that informs and entertains, while keeping your marketing goals in mind. This can be a tricky balance but remember that it’s a marathon—not a sprint—and sometimes starting with small, specific goals is the best approach.

Maybe the goal of your social media post is to get readers to click on a blog link; maybe the purpose of that blog is to improve site traffic. Those are specific goals that aren’t necessarily making any money for you right away, but they are bringing those leads into the sales funnel and nurturing brand awareness. And when you examine the analytics, if you find that your bounce rate is down and time on page is up, those are wins that should be celebrated.

How to Think About Marketing Goals

A commonly used guide for determining the validity of a marketing goal is to run it through the SMART test. Goals should be:

  • Specific
  • Measurable
  • Achievable
  • Realistic
  • Timely

This same guide applies to content marketing.

The Difference Between Content Marketing and Sponsored Content

Your content marketing materials can only live on platforms that you control (your website, social channels, or eblast platform). By purchasing a placement for sponsored content, you can get your message out on websites that are more established or already have a strong presence among the audience you’re trying to reach.

If you are already generating content for your own site, you can easily repurpose those articles as sponsored content. So, using a combination of both tactics will give you a lot of bang for your buck. There are tons of ways you can leverage your content to work harder for your brand—that’s all part of your content strategy.

The Value of Content Marketing

As you can see, when done right, content marketing can work wonders for your brand. By offering valuable content through varying platforms, you can reach prospective customers in unexpected ways and nurture that mutually beneficial relationship. With high-quality content, consistent sharing, conversion tracking, and a little creativity, your content marketing campaign will set up your brand for success.

Into the Figurative Fold: 7 Tips to Train Remote Employees

The COVID-19 pandemic has put many things on hold, but it hasn’t stopped organizations from hiring new employees. While positions continue to be filled, the process of onboarding and training new hires is evolving as many continue to work from home. Whether you’re training new hires or providing existing staff with opportunities to continue learning, here are seven best practices relative to every industry and employee.

1.  Set short-term goals and draft a plan

Because training someone remotely requires you to manage the content, online environment, and experience, it’s essential to plan out the process ahead of time. Creating a checklist before training begins can benefit both the trainer and the trainee. As YGS Payroll and Benefits Administrator Sheila Hildebrand noted, “Outlined expectations and goals are the foundation of an effective training period.”

As you look ahead to what’s next, remember that regardless of whether the remotely onboarded employee ever sets foot in the physical office, making clear what you expect and communicating employee responsibilities will have a long-lasting advantage on your relationship. But keep in mind that planning and flexibility don’t exist exclusively. “It’s important to have weekly objectives and milestones,” said YGS Production Coordinator Steven Schaffer, “but limiting your colleague to a strict training schedule may make both parties feel the day/week was futile.”

2.  Embrace the right technology for remote employee training

How you share information during training can make or break the experience. Take into account the possibilities of integrating videos, podcasts, and ebooks into your training, and “supply reference guides, too,” Hildebrand suggested.

Remote training still requires live interactions, but instead of meeting in the conference room, you’ll be meeting virtually. “Don’t underestimate the power of video conferencing and screensharing,” noted Hildebrand. Schaffer said that “having the right remote training software (for me, Microsoft Teams) has been phenomenal when it comes to screen-sharing.” 

Consider making use of recording capabilities during these sessions, so in the future, you have a backlog of saved training videos or are equipped to provide videos to those who can’t attend.

3.  Recognize the strengths and weaknesses of the process 

“While I was excited to tackle the opportunity of training someone remotely, I surely had many concerns on how the process would go,” admitted Schaffer. “The first thing I did to feel more comfortable was accept the challenges.” While training of any sort is typically complex, Schaffer recommends those training someone remotely acknowledge the presence of unique difficulties, such as, “distractions (including pets and children), not having the opportunity to physically gauge your colleague’s understanding or emotion when providing them new information, and the likelihood of some technical challenges, such as unstable internet.”

While there’s no question remote training involves obstacles, there are also several benefits. Employees don’t have to scramble to find an available conference room, and they are not necessarily restricted to office hours to execute training. Furthermore, the virtual component of remote training aligns with 21-century business. Perhaps the greatest benefit? There’s a world of content formats at your fingertips—videos, notes, infographics, games and more—that make elearning engaging for all learning styles.

4. Keep communication open and timely

Whether face-to-face or behind a screen, communication is key. Accept there’s no such thing as overcommunicating when training someone, and be grateful technology may make it even more convenient to touch base with your trainee regarding how they are feeling about the process as you train remotely. If applicable, consider getting in the habit of sending reminder emails a few days before training sessions with a virtual session link and an image or two of a screen capture of the virtual classroom.

5. Track productivity regularly

An investment is only well made if it helped to achieve business goals; you will want to measure how effective your remote training is. Hildebrand explained one way to achieve this evaluation: “After setting expectations and goals, check to make sure the trainee’s work aligns with them.”

Some forms of online training, such as online courses, will include measurable data (such as grades and completion and engagement rates). Regardless of the method, Hildebrand underscored the importance of, “providing constructive criticism and always letting the person you are training know when they are doing a fantastic job.”

6. Communicate a sense of company culture and integrate a remote employee into it

Even though a remotely trained new hire is not in the office, it crucial they get a feel for the unique social and psychological environment that defines your organization. New hires are like sponges prime to soak up all new information that comes their way, which makes the onboarding process the best opportunity to instill your company culture and ensure alignment. Be sure to communicate your organization’s mission, and, “welcome the new associate through a virtual meet and greet with their team,” said Hildebrand. These introductions are important to communicate team structure, build enthusiasm around working together, and create a sense of shared goals, so take them seriously.

While you must introduce remote employees to the colleagues they’ll be working with directly, you’ll also want to ensure the rest of your organization is aware they’ve joined the team. This introduction can be less direct and time-consuming by simply sending out a companywide “new hires” email.

Lastly, considering fostering “a sense of camaraderie, understanding and togetherness by inviting your new hire to a virtual happy hour,” Hildebrand said. Beyond joyful, these interactions excel at humanizing an organization, which makes remote working relationships much stronger in the long run.

7. Wish for the best, but plan for the worst

There’s no way to guarantee you won’t experience technical issues during a remote training session, but you can minimize the likelihood of issues through preparation. If possible, consider having a member of your IT support team available and ready to help troubleshoot technical difficulties, and discuss any foreseeable or potential complications with that person beforehand. You may also want to have a backup plan in mind, should your original intentions go awry.

Conclusion

“I expected there to be challenges learning a completely new position while working remotely,” recent YGS hire Phil Petrigliano admitted. “But through the help of everyone at YGS and the screen-share feature of Microsoft Teams, the process has been much easier than I imagined.”

You take the time to nurture supportive exchanges in the office, and it’s critical to do the same for remote workers. By “understanding the individual learning style of team members, allowing them to learn at their own pace, and leveraging technology,” Schaffer said, you will encourage remote new hires to ask questions and articulate concerns, and you will be empowered to clearly communicate what is expected of them in terms of telecommuting logistics while building a sense of excitement around their new endeavor.

5 Simple Strategies to Bolster Your Membership

Associations across many industries are experiencing a decrease in membership growth, and thanks to several apparent factors in 2020, the ever-evolving business landscape has likely been tough to navigate. So, what can your organization do to not only reinstill confidence in your existing membership but attract potential new members?

Based on the top reasons we found for nonrenewal, which include lack of engagement, value, and funds to pay dues and forgetting to renew, here are five simple strategies to be better heard by both current and potential members and to boost membership in general.

Offer Payment Options

With drastic changes in the economy and daily life, some of your members may need some relief in how they pay their dues. Consider switching from annual to semiannual or monthly payments, or even offer a year free of charge, perhaps including a credit structure. Even a simple value-add—such as a free conference attendance or free education—can help justify the cost of membership. Get a pulse on what works best for your members and implement adjustments accordingly.

Consider New Membership Categories

Associations experiencing a decrease in membership have increasingly reported considering a new membership model. A retiree or honorary membership could keep industry veterans in the fold, or, a young professional or student category could attract younger members. (Side note: Just over a quarter of association members are millennials or in gen Z, so go after that younger audience!) Other models could incorporate categories such as international, groups, consultants, academics, or nonprofits, among many more options.

Overcommunicate the Value of Membership

If you offer it and it gives your members an edge in any way, they’ll want it. That’s where your value proposition comes in, but it has to be real and tangible and offer a competitive edge to members. Furthermore, value justifies costs as well as anything and delivers both qualitative and quantitative return on your members’ investments. Drive home that value proposition through a multichannel approach, and you’ll see results.

Take Advantage of Paid Digital Media

Consider that paid digital media is on the rise as a preferred marketing channel. Facebook, which associations consistently say offers the best bang for your buck, is wildly popular and successful. Other avenues include SEO, remarketing, pay-per-click (or search engine) advertising, website advertising, and lead-generation content marketing, such as white papers, videos, and webinars. To get the most out of paid digital media, pair a clear, effective message with sharp design to entice viewers into clicking through to your digital properties.

Develop an Online Community

The top reasons members join an association are the opportunity to network with others in the field, to obtain education or professional certification, to learn best practices, and to access specialized information. The best platform through which to offer these benefits? An online community. Bring members together in easy-to-use formats such as your website, social media, virtual conferences, webinars, forums, and more. Almost half of associations aren’t utilizing an online community, so this is a real opportunity to get ahead. Services like Higher Logic are a popular starting point.

Foster Success

Retaining membership and attracting new members can be a difficult task, even when you’re not faced with daunting barriers. But these strategies—and others such as offering promotions, reevaluating your marketing channels, and more—can guide you toward greater dues revenue and overall membership success.

Not sure where to start? Drop us a line at theYGSgroup.com/connect. Our team is ready to champion you toward a larger, more diverse, more engaged membership.

What You Need to Know About Lead Generation Right Now

Distilled to its truest form, lead generation encapsulates all activities related to identifying and cultivating potential clients. It allows companies to develop a continuous sales pipeline and establish relationships with organizations or individuals who will, ideally, purchase your product or service.

The growth and success of a business or its campaigns relies on its ability to attract new customers while nurturing customer retention. Lead generation provides a chance to find the right target groups and qualified individuals within those groups.

When is a good time to launch a lead generation campaign?

Lead generation begins after you have identified the types of clients, businesses, and organizations you want to reach with your campaign. By completing this crucial first step, you will not be wasting any time tracking down contact information of people who will not be interested in what you have to offer. 

What is a qualified lead?

A qualified lead will always consist of a person’s job title, email, and phone number. It seems simple enough, but you would be surprised by how easy it is to get this part wrong. By taking the time in the beginning of your campaign to vet a prospect’s contact information, the sales team will know exactly who they’re asking for.

How do you collect qualified leads?

In the 1995 film Heat, Robert DeNiro asks Tom Noonan’s character (Kelso) about the amount of cash on hand at a bank they’re planning to rob. Kelso says, “It comes to you, this stuff just flies through the air, they send this information beamed out over the place, you just got to know how to grab it.”

Now, we’re not condoning bank robbery, but the example above is to illustrate how easy it is to find qualified leads. Most companies and organizations will gladly list their C-level directors, managers, and employees on their websites, as it is good practice to show who you will be doing business with.

There are many avenues through which you can obtain a potential prospect’s contact information. As mentioned, the company’s website is a good place to start. Social media is another effective way to connect. Anyone with a Facebook or LinkedIn account can attest to the power of each of those platforms and their ability to network with like-minded professionals. 

Other ways include perusing a company’s press releases, investor relations updates, or newsletters. Google can also be a powerful tool, as well as programs that you can pay for such as Hunter or Media Radar.

What are some challenges of lead generation?

In your research, you will more than likely come up against plenty of walls. People change and/or leave their respective positions in companies all the time. So, occasionally, the information you areable to obtain might not be current. Phone numbers can also be misleading. Are you calling the corporate headquarters? Or are you calling a regional office? 

That brings us to another important component of lead research, and that is to figure out the correct occupational role(s) that your campaign will focus on. More often than not, marketing, communications, and public relations positions are amorphous, and multiple people might be in the same position.

While the challenges may seem insurmountable, just remember that the benefits will outweigh the negatives. The time you take to research before starting your outreach will save you the headache of having to deal with the ever-present gatekeepers of a company. Asking to speak to a person you do not have a name for will only end up getting you transferredto “Tammy in accounts receivable,” who has just gotten back from vacation, is not mentally prepared to handle your pitch, and will inevitably just hang up on you.

What are the benefits of lead generation?

If all goes well, you will reach people who are ready to buy. A healthy company will always have sales opportunities in the pipeline, and the more leads that convert, the higher your revenue. So, even though it may take some time and effort to identify qualified leads, access their contact information, and then connect with them for a conversation about your product or service, that effort often pays off.

In closing, there are no hard and fast rules to follow in lead generation. It is a very cost-effective solution in helping not only grow your business but also build a tighter relationship between your sales team and potential clients.

Create an Event Exhibitor Advisory Group to Gain Necessary Insights

Whether transitioning from an in-person to a hybrid or fully virtual event, exhibitors are looking for the same outcomes. Now more than ever, understanding what exhibitors need from a virtual event can ensure strong partnerships and engagement as they become more and more comfortable with the idea—and the benefits—of going virtual. A powerful first step is to create an exhibitor advisory group.

What exactly is an exhibitor advisory group?

Generally, an exhibitor advisory group consists of representative exhibitors and sponsors that gather (virtually these days) to discuss the event, exchange ideas, and ensure an event is successful for all involved. The number of participants can vary, but you should target enough to receive adequate representation from an array of perspectives while ensuring everyone can be heard. 

Why is an exhibitor advisory group so critical?

During these quickly evolving times, exhibitors need to know that they are being supported. By including exhibitors in event planning, you demonstrate that they are helping to craft the future of your event. It helps you by shaping an event that benefits all—and benefits them by helping them better plan, engage, and derive maximum ROI from collaborative, mutually beneficial ideas.

How do you select exhibitor advisory group participants?

Your event sales team most likely has the best insights to develop a list of the ideal participants and can help to put together an invitation list. Focus on exhibitors who will be willing to share their opinions and ideas, and target exhibitors who will represent a range of sizes and verticals to offer a wide array of insights. 

What are the goals of an exhibitor advisory group?

Among other benefits, an exhibitor advisory group will help you:

  1. Establish a line of communication with exhibitors to enhance an understanding of why they attend the event
  2. Determine tactics for how they can maximize exhibitor ROI
  3. Develop sponsorships that enhance the event, achieve the sponsors’ goals, have high value to sponsors, and are at an agreeable price point
  4. Offer group feedback to develop and implement new ideas
  5. Create a space for exhibitors to interface with the association and share their industry perspectives as they relate to the event
  6. Create a space for the association to share attendance figures and demographic information and to enhance event engagement
  7. Create a more meaningful membership survey with higher participation rates and valuable incentives

Without understanding the needs of exhibitors and determining tactics to deliver on them, transitioning from a live to virtual event can be a tremendous challenge. On the other hand, as events continue to forge through this uncharted territory, an exhibitor advisory group enables you to gather insights from key stakeholders, improving everyone’s chance of success.

YGS is adept at creating exhibitor advisory groups and deriving valuable insights from them. Please get in touch to talk more about the real power of an exhibitor advisory group and how to get started in creating one.

Expand Your Virtual Event Revenue—Before and After the Event

Did you know that some of the most valuable sponsorship opportunities are before your virtual event even starts and after it ends? With this in mind, we’ve put together this list of potential virtual sponsorships to help you expand the monetization of your online event before or after it occurs. Some of these opportunities include traditional digital sponsorships that you may have already used in your live events (like gamification and social media), while others get a bit more creative.

PRIOR TO THE VIRTUAL EVENT

Don’t miss the opportunity to expand your virtual event revenue before the event starts. 

  • Offer newsletter sponsorship promotion. You can easily include this within confirmation, reminder, and post-event emails.
  • Sell ads. Pre-show promotions and exhibitor guides are great advertising platforms.
  • Promote sponsors on social media. If you have a presenting sponsor, get the word out by including them in all of your digital marketing efforts, including in your social media posts. You can even allow sponsors to engage with attendees prior to the event to start building connections.
  • Include digital ads on registration pages. Just as you would for an in-person event, you’ll likely have a registration page or website that offers prime real estate for sponsorship. Just be sure to make it clear that they are sponsoring the event so people don’t get confused about who the organizers are.
  • Offer home delivery giveaways. You might think that virtual events exclusively present digital sponsorship options, but organizations should look for ways to deliver unexpected value. If you do want to include giveaways, you have the option of sending sponsored giveaway items directly to your attendees either before or after the event. This tactic will help attendees remember their experience and increase the likelihood that they will attend future events.
  • Provide a digital event bag. Curate all of your sponsorship content and important event links within one “know-before-you-go” correspondence. You can provide your sponsors with information about the number of attendees who clicked on their materials and how they interacted with their content. These metrics will prove to sponsors that their participation was effective and will encourage them to sponsor future events.
  • Enable sponsored registrations. The sponsor’s contribution can be used to pay for registration of non-members. This is a win-win for both the sponsor and association. This free trial can entice non-members to become members, as well as increase attendance at the virtual event (while the sponsor is viewed as providing goodwill within the industry). 

As you plan your virtual event, make sure you are taking advantage of any advertising opportunities that may otherwise be missed and think of ways you can entice sponsors and attendees to engage in future events.

AFTER THE VIRTUAL EVENT

There are also numerous revenue opportunities after your event.

  • Provide sponsors with access to leads. Ultimately, sponsors participate in virtual events to connect with prospects. Providing access to leads and other registrant data is critical to a valuable sponsor package and will make them more likely to offer future sponsorships. 
  • Create an attendee survey. And include a sponsor logo and promotion in the survey to reinforce that branding.
  • Host VIP pre- or post-event gatherings. Consider having a sponsor organize a VIP session or small event after your main event, the same way you would for a physical event. Whether it’s a special happy hour networking opportunity, an exclusive meeting, or an activity that only VIP ticket holders will be able to access, these post-event sessions can strengthen the connections that were made at your event—ultimately increasing the overall event value for attendees and sponsors, so they’ll be more likely to participate in future events.
  • Promote sponsors in your event recordings. After your event is available on-demand, include short “bumper videos,” promoting your sponsors ahead of the content. 
  • Partner with sponsors for corporate social responsibility initiatives. There’s no better time to use cause marketing to partner with a sponsor and create a message that resonates with your audience. 

Whether it’s finding ways to increase the value of your event for attendees and sponsors after the event has ended, or identifying even more advertising opportunities, make sure you’re not overlooking post-event revenue generators.

Want to hear even more ideas for expanding virtual event revenue? Get in touch. While your event experience for attendees and exhibitors is crucial, don’t forget about all the opportunities before and after your event to maximize your ROI!

The Power of Video to Get Your Message Out

Video is one of the most effective ways to promote your association—to your existing audiences to remind them of your value, and to attract new members. A video can express the emotional side of your story, perhaps better than any other format, while also communicating facts, statistics, guidance, leadership, and forging a deeper sense of community. 

According to recent data, websites with video attract two to three times as many visitors as those without. And including video content in an email can increase click-through rates by 300%. Simply using the word “video” in an email can boost open rates by 19%.

Many Video Options for Associations

When it comes to creating a compelling video, the only limit is your imagination—or the imagination of colleagues, members, or any creative agencies you work with. Here are just some of the possibilities:

  • Magazine issue promotion videos
  • Messages from the CEO or president
  • Educational sessions
  • Explainer videos
  • Testimonial videos
  • Videos about your history and future 

Depending on your budget, you can include music, a voiceover, motion graphics, live footage, animated infographics, and much more. 

Sometimes DIY Is a Solid Option

Do you have someone on staff who can create videos? Even if it’s not their specialty, there might be someone available who’s skilled at video creation or is interested in learning. With some additional software and basic equipment, you could have the ability to get started right away!

Sometimes It Pays to Work With a Pro

There are professionals who can create highly polished videos for you. YGS, for example, is currently in the production phase of creating several videos with multiple association partners, utilizing sophisticated video software, cameras and mics, original artwork and motion graphics, award-winning art direction, all based on scripts written by our talented copywriters and on in-depth knowledge of our partners’ industries and objectives. 

Three Phases of Creating a Video

When it’s time to scope out your video project, remember that there are three phases:

Preproduction. Concepting, scriptwriting, budgeting, and setup—the more you do during this phase, the easier the next two phases will be.

Production. The actual video development happens during this phase. You can shoot the footage using a professional camera or simply with a smartphone or computer. And don’t forget about lighting and sound. From ring lights and professional microphones to a desk lamp and your computer’s mic, you have lots of options.

Post-production. Here’s where you edit out mistakes, stitch it all together, and add text, music, an intro, an outro, sponsorship messages, and additional graphics.

Measuring Results

Understanding the impact of your videos will determine if it’s worth the continued investment. As you’re considering video content, determine ways to evaluate the ROI. Consider adding a video to an existing newsletter or eblast, and assess if you’re engagement rates increase. Include a call to action in the video, and determine if it’s getting the results you hoped for. Post them on social media, and see if they’re liked and shared. Or simply ask members if they get value from them. In short, determine what your goals are from a video, and then determine if you’re meeting them or what you could do to make improvements.

GETTING A SPONSOR FOR YOUR VIDEOS

Videos can become a non-dues revenue generator if you can find a company or foundation interested in sponsoring your video or video series. This tactic is a great way to produce a video without burning through your budget—and to create a win-win-win scenario for your association, the sponsor, and your viewers.

Tips to Make Your Virtual Meetings More Professional

As the COVID-19 pandemic continues to alter the way we work, many of us are keeping the business ball rolling via videoconferencing. While web meetings may not be a novel practice, professionalism is partly defined by a constant commitment to improvement. Therefore, we’re sharing tips that will help you optimize your on-screen communications during these unprecedented times and beyond.

Choose a Neutral Background

Behind every successful professional on a web call is a good background. Ensure the focus is on you, not your virtual meeting background by choosing a space you’re comfortable in that’s free of clutter. If complete neutrality is unattainable, a bookcase or lightly adorned shelves work, as do houseplants. And if you can’t find an organic space you’re comfortable with, both Zoom and Microsoft Teams allow users to customize backgrounds. An online search with garner plenty of free options. Just make sure you select something simple, and you’ll be all set after simply uploading to your platform of choice.

Find the Best Lighting

Natural light can be stunning in photography, but it’s best to avoid in virtual calls because you’ll be at the mercy of natural light’s whim. “Usually, having a window next to you doesn’t work, because you end up being backlit,” says Mimi Bliss of Bliss Communications. Try to hold your web calls in an environment in which you have as much control over lighting as possible, and consider the following advice from the New York Times Wirecutter contributor, Kevin Purdy:

  • Make use of lamps: You can angle and redirect LED lamps, and they have multiple brightness levels and color temperatures. Wirecutter photo editor Michael Hession suggests bouncing the lamp light off a nearby wall rather than pointing it straight at your face. If that doesn’t work, you could try taping diffusion material over your lamp, but you’re better off trying different lighting setups and angles at first.
  • Try not to mix light sources: Natural light is great for an office space, but for the light that’s reaching your face, stick to either a lamp setup or a window slightly off to your side—not both.
  • Don’t use venetian blinds behind you: The light streaming in through the slats will wreak havoc on many a camera’s automatic light adjustments. Better to use blackout shades or curtains, and to bring in other light (lamps).

Keep Your Screen Position in Perspective

Whether seated or standing, having your phone or computer at eye level is key. As Purdy explains, setting up your screen ergonomically—with your gaze falling about two inches below the top edge—will enable you to look straight ahead at people on the call, which feels more like an in-person meeting. You should also shrink your video window and move it to the top of your screen, as this will keep your gaze near your webcam. If you’re using a phone for a web call, try leaning your device up against something sturdy or investing in a phone stand so you’ll be able to go hands-free.

Never Underestimate Your Nonverbal Communication

As Jenna Bratcherof StyleBlueprint notes, Ahands-free set up means you have the flexibility to be more expressive and adjust your stance without inadvertently messing up the angle and lighting you’ve worked so hard to perfect.” Talk with your hands, even if they don’t appear on screen. People may not be able to see your gestures, but they will resonate palpably through a strengthened tone which could underscore what you’re trying to say.

Minimize or Eliminate Interference

Try to avoid anything moving behind you, including dogs, cats, children, spouses, siblings. Sometimes it’s cute, but more often it’s a distraction.

Dress for Success

Elevate your virtual communication experience with confidence. Be mindful of what you’re wearing, and avoid reflective/jangling jewelry and clothing with intricate patterns and sheen.

 For those looking to enhance their cosmetic appearance, Zoom has a touch-up feature available that adds a soft filter to your video.

Conclusion

While flaws in other people’s web meeting experiences can provide much-needed comical relief, we hope these tips better prepare for your next close up. Have a tip of your own? We’d love to hear from you!

Retargeting Pixels: What Are They and How Do They Work?

Even if you haven’t heard of retargeting, you’ve probably experienced it. That pair of shoes you were looking at online but didn’t buy that seem to pop up in ads as if they are screaming, “Hey remember me? Buy me!” That’s retargeting.

How does retargeting work?

A retargeting campaign starts by placing a pixel on a webpage that collects the IP address of visitors to that page. The pixel is a bit of code on the backend of a website that helps track user behavior, usually for the purpose of gathering data that informs the targeting of digital ads. 

Retargeting campaigns allow you to deliver banner or video ads to website visitors after they have left your website—as they are surfing their favorite news, entertainment, lifestyle, and business sites. When ads are placed in a retargeting program, they “follow” visitors while they perform Google searches and visit other partner websites within Google’s expansive search and display networks. Google Search is the gold standard of internet search engines. 

The Google display network reaches 90% of internet users worldwide and includes more than 2 million publishers, including websites such as nytimes.com and weather.com, and Google-owned websites such as Gmail, Blogger, YouTube, and more.

What’s the difference between a pixel and a cookie?

Pixels and cookies are similar in that they exist to collect data and track user behavior. The main difference is that pixels operate on a specific website and store data on a server, whereas cookies store data in a browser (such as Chrome or Safari). Both forms of data collection can be used for marketing purposes but operate in slightly different ways.

How can your association benefit from retargeting?

You can use retargeting as a revenue generator by placing the pixel on your site and serving ads to website visitors. These ads could promote an upcoming webinar, conference, or other offering that showcases the benefits of membership. Retargeting can serve as a revenue generator when sponsors purchase ad placements on an impression-based sales model. The YGS sales team can secure the sponsor, collect the ad, and create the pixel for your association to place on your website.

Because the viewer doesn’t know that the ads are coming from your association, sponsored retargeting is a great way to generate revenue without the appearance of endorsing a product or service. 

Are there any downsides?

With any kind of data collection, great care must be taken to protect the privacy of the individual. You’ve likely heard of GDPR or CCPA—both are laws that require companies to disclose the information they collect, their purpose for collecting the data, and with whom they intend to share it.

If you’ve seen popup messages that ask you to accept a site’s use of cookies, that’s just one example of the impact these privacy laws have had.

Additionally, Facebook and Google have strict rules about the kind of keywords and content that can be served in their ads. For example, the promotion of weapons and pharmaceuticals are strictly regulated. 

When dealing in the realm of digital ads, it’s extremely important to stay up to date on the rapidly evolving regulations associated with data collection and privacy protection to ensure compliance with any new laws. Users’ data must be handled with care. If you don’t have the bandwidth to monitor these regulations, it’s best to outsource your digital advertising to a vendor that specializes in digital marketing.

Is retargeting effective?

According to MarketingProfs, the average clickthrough rate of a retargeted ad is 10 times greater than a standard display ad—making retargeting one of the most effective marketing tactics available.

Ready to get started?

The media sales team at YGS is here to help you find the digital marketing solutions that best meet your needs. Effectively promote the offerings of your association, earn more non-dues revenue, and start seeing the return you deserve. Reach out today.

Is Your Site Built With Drupal? Get Info You Need to Know!

At the end of June, the Drupal Security Team announced Drupal 7’s end-of-life (EOL) extension, citing the impact of COVID-19 on budgets and businesses as the reason. To elucidate what your association should do if you’re a Drupal user, we consulted our vice president, technology solutions, John White.

Q: Just how long will Drupal 7 be supported?

A:  Drupal 7 was originally scheduled to reach end of life in November 2021, but the EOL date has been pushed out to November 28, 2022. 

Q: Does that mean it’s okay for associations to hold off on a rebuild?

A:  Not exactly. But associations who lack the funds, capacity, and/or time for a rebuild right now can rest assured the Drupal Security Team will keep watch on the Drupal 7 codebase for an additional year and release security updates as needed. That said, the additional time granted by the extension shouldn’t be mistaken for an opportunity to relax. If you have a developer keeping your site safe, he or she can continue to do so for an extra year beyond the original EOL date for Drupal 7. 

Q: You suggest associations proceed as they originally planned. Why is that?

A: Bottom line, up-to-date sites are more secure. Like most open source projects, Drupal is supported by a community of volunteers, many of whom are working on Drupal 9 and beyond. The EOL extension for 7 will likely strain the continued support window resources of the Drupal community, and that creates concern for timely security patches and support.

Q: Can associations who are still using Drupal 7 skip 8 and switch to 9?

A: Yes, migrating directly from Drupal 7 to Drupal 9 is supported with the core Migrate module.

But the reason most of Drupal 7 users haven’t migrated to 8 yet is it’s not an easy switch. This is because Drupal 8 and beyond made significant changes that usually require backend development changes and code updates to make the jump.

Q: There’s a lot to unpack here. What are the key takeaways?

A: A failure to maintain your platforms can really bite you over time. A lot of Drupal users who remain on the decade-old Drupal 7 are currently realizing that when upgrades don’t happen, it can lead to far bigger upgrades down the line. If your association is still using Drupal 7, you’re eventually going to hit a big roadblock if you’re not ready for the end-of-life date. And while sticking with Drupal might seem like the best solution, the changes to the platform in recent years are significant enough that it may be worth thinking about the bigger picture.

YGS gets excited about these upgrades, because our technology team knows they are opportunities to reinvent your tech stack. Get in touch, and we’ll make sure you don’t lose track of that deadline, as our expertise makes the entire process painless.

New Partnership. New Design. New Revenue Opportunities.

FAA was looking to create a unique, more engaging experience for readers of their magazine. YGS’ redesign debuted last fall and instantly resonated with members. As a Total Solutions partner to FAA, YGS sells print and digital advertising across FAA’s properties and also designs and copyedits the reimagined magazine.

Challenge

As the second largest multifamily housing association in the nation, FAA members had come to rely on Multifamily Florida for the latest news and trends in the apartment industry. But the design of FAA’s quarterly magazine was outdated and in need of a modern upgrade with a sense of innovation that matched the personality of the association—all while maintaining its reliable business focus.

Results

YGS design experts partnered with FAA to conduct a strategic discovery session to establish a new masthead for the magazine. From there, two design concepts were presented. The approved concept utilizes modern fonts, an updated color palette, and a fresh approach to imagery that enhances the magazine’s aesthetic while remaining within FAA’s brand guidelines.

More Than Just Award-Winning Design

YGS Senior Art Director Mike Vucic knows what it takes to create unique, stunning designs that not only exceed client expectations but also win awards. The latest example: a 2020 Charlie Award for Best Redesign, presented by the Florida Magazine Association, for the Florida Apartment Association’s (FAA) Multifamily Florida magazine.

In just a few months, Vucic, along with several other YGS associates, put in hours upon hours of research, conceptualization, and collaboration with FAA to deliver the award-winning redesign, which was introduced to readers last December.

Garnering honors such as a Charlie Award, Vucic said, goes beyond upholding our high standard of striking design. “Winning this award—or any kind of similar award—doesn’t just validate our team’s hard work or skill,” he said. “It really reinforces the value of having great relationships with our clients.”

YGS Vice President Serena Spiezio, who is also an artist at her core, previously serving as creative director, echoed the importance of that altogether team dynamic. “YGS is always proud when the design team’s commitment to constant creative reinvention gets recognized,” she said. “Our designers work closely with our clients to ensure that we are delivering design that bolsters their brand, while creating an engaging product that looks and feels truly custom.

“Publication redesigns are our favorite projects; they allow the team to be inventive and creative together.”

The process of a redesign is extensive, and it doesn’t start with mocking up ideas or choosing fonts. It starts with knowledge. “You need to be informed before you start putting pen to paper, so to speak. It starts with discovery—learning about the client, its audience, its industry—and knowing what else is out there,” Vucic said. “Who’s the competition? What are they doing with their magazine?”

Then you have to find what doesn’t work well, evaluating the current product with the client and looking at ways to improve on it. “You really have to do an open, honest review of their magazine,” Vucic added. “Look at what’s not working and, visually, how you make the content more readable, more digestible for the audience. Starting with that collective foundation of knowledge, research, and vision puts you in the best position to deliver something spectacular.”

And deliver we did, but harkening back to an earlier focus on relationships, it takes a client that understands the need for open communication, honest feedback, and a desire to create a truly standout publication. FAA was the perfect client in this case. “From the very beginning, FAA was wonderful,” Vucic said. “Starting with a really good discovery session and establishing that collaborative relationship right off the bat truly allowed us to hit the ground running and, ultimately, deliver on their needs and be successful in this venture. It’s hard to be receptive to such a big change. But we pushed it, and they were right there with us every step of the way.”

As for what winning this award means for the YGS design team moving forward, Vucic said, “We can’t get too comfortable and use what we did here as formula. We need to keep pushing forward. We need to continue challenging ourselves to be even better.”

Whether it’s a redesign, building a brand-new publication, or any other of the many services the YGS design team offers, connect with us to learn how we can better position your business for success.

All Signs Point to Safety

As businesses reopen and employees begin to work in their physical offices again, new safety measures and protocols must be in place to ensure the return to work does not adversely affect employee health. One of the best ways to communicate those new protocols is to post eye-catching signage around your facility that guides employees as they adapt to this new normal.

YGS’ specialty graphics team assisted two of our corporate clients—The Hershey Company and Erickson Living—in producing custom signage to display around their respective facilities to encourage safety and boost morale.

The Hershey Company

The Hershey facilities team reached out to YGS to design and produce signage for the reopening of the Hershey corporate offices at 19E Chocolate Ave., Hershey, Pennsylvania. There were many factors that had to be taken into consideration regarding sign placement and the surrounding environment. For example, some of the signs were placed in the parking lot, so they had to adhere to asphalt and withstand the elements. Other signs were in the hallways at 19E and had to adhere to carpet and tile. Signs were also placed on cubicle walls, mirrors, metal doors, and windows, so YGS had to ensure they would work on several different textures and surfaces. The Hershey team did not have a lot of notice prior to Dauphin County reopening, so everything had to be produced and delivered very quickly. The Hershey facilities team shared the content for the signs, and the YGS specialty graphics designed each sign based on Hershey brand guidelines.

Hershey was very pleased with the work. Tim Leh, director of building services at Hershey, had this to say: “Your support and hard work has not gone unnoticed with The Hershey Company. We cannot thank you enough for your timely deliveries and quick turnarounds during these unprecedented times.”

Erickson Living

COVID-19 has hit assisted living communities especially hard. As Erickson Living planned to start reopening their senior communities, they reached out to YGS to produce floor graphics for each one. YGS produced more than 1,000 carpet and tile floor graphics, along with arrow graphics, within a five-day window and shipped the deliverables to each Erickson Living community. To improve Erickson employee morale during the pandemic, YGS also produced “Heroes Work Here” signage that was placed at the community entrance guard gates. In addition, YGS prints and mails a weekly COVID-19 newsletter to Erickson communities, so residents are kept abreast of breaking news related to the pandemic.


If your business is in the process of reopening, contact us to see how YGS can help.

The Power and Profit of Sponsored Content

Sponsored content, advertorials, native advertising—there are definitely some blurred lines among these terms, and sometimes they’re used interchangeably, to no real harm. But let’s start with a quick clarification. 

Sponsored content is a type of advertising that looks and reads like editorial content. And when done right, It offers real benefits to associations, advertisers, and readers.

Increasingly, associations are enhancing revenue by offering sponsored content opportunities within their magazines and other content platforms, enabling advertisers to get ads in front of highly coveted and influential decision-makers, right where these readers are already engaged in the subject matter. At the same time, sponsored content increases ROI for associations from an existing or new content channel. 

And think readers don’t want to read sponsored content? According toThe New York Times, readers spend just as long on sponsored articles as traditional news stories, a fact backed up by a study from Sharethrough and IPG Media Labs. 

Putting Content in Context

Broadly speaking, sponsored content reflects and complements the form and function of the content around it. In a magazine, it’s published in a similar format as the editorial content, whether in print or online. Displayed right alongside editorial content, it connects with readers by offering usable information in a style consistent with the publication’s established style. 

Yes, there are standards that must be adhered to that enable the publication to maintain its publication status by not overly blurring the line between advertising and editorial, including labeling the content as sponsored, but the styles are complementary and effectively integrated.

Does Sponsored Content Actually Benefit Readers?

In print, sponsored content flows within the editorial content of the magazine, inviting the reader instead of disrupting the reader’s experience. Online, sponsored content can be placed right in the content feed delivered to the reader, mimicking the surrounding content to create an uninterrupted presentation of helpful information. 

Sponsored content works best when it delivers valuable information to readers, when and where readers appreciate receiving it. Content that is vastly inferior to its context can put readers off. On the other hand, valuable content—written in a way that suits its context—will serve readers’ interests. 

Tips for Successful Sponsored Content

While it’s a topic for an article all its own (stay tuned!), here are some helpful hints for how brands can best succeed with their sponsored content:

  • For a sponsored article, write a strong and enticing headline, just like you would for an editorial article. 
  • Think about the audience. What information can you share that they will consider valuable? Readers expect to get something of value for their time.
  • Avoid overselling and using hyped-up language. A more modest approach that explains, offers proof, and treats the reader’s time with respect will create a positive and lasting connection.
  • Write it to fit the style of the publication. Not sure how? The publication’s editorial team can share tips and tricks. 

Instead of disrupting the reader’s experience, sponsored content allows advertisers to seamlessly participate with it, engaging with consumers where they already are. People respond to stories, and this response can create a long-lasting bond between the reader and the brand.

Rob Glass is a YGS media sales account executive. Connect with YGS to discover the many opportunities of offering sponsored content.

8 Essential Tactics for Attracting Younger Association Members

1. Meet Them Where They Are With the Tools They Need

  • Deliver expanded online options (not just because of COVID-19 but because younger people expect it)
  • Create mobile-optimized content offerings so young members can engage on their smartphone
  • Develop online as well as print publications
  • Engage in relevant social media activity
  • Provide online communities and networking tools and apps 

2. Ask Their Opinion

  • Understand what younger members truly want from an association membership
  • Generate surveys, both among current members and prospective members
  • Create focus groups of younger potential members
  • Audit what other associations are doing
  • Give younger members real opportunities to get involved, making them feel valued while you gain insightful new perspectives
  • Talk to experts who work with a wide range of associations

3. Develop a Member Lifecyle

  • Brainstorm your different member types and place them in categories (four can be an ideal number, being sure to include one category for younger members)
  • Determine what members are looking for at different stages of their career and offer those benefits
  • Consider tiering your pricing so younger members can afford it (and grow with you over time)

4. Actively Invite Them In

  • Show young people how membership will benefit them with a targeted marketing campaign
  • Create a referral program
  • Let younger members know they are needed 
  • Offer young people a free opportunity to attend a virtual conference or other event, or offer a free trial period
  • Connect with colleges and institutions that have relevant programs

5. Have Current Members Share Their Stories

  • Create powerful testimonials from members for marketing pieces
  • Post videos to social media of members speaking about how membership benefited them early in their career
  • Have members explain how membership in your association differs from competing associations

6. Offer Mentorship Programs

  • Enable seasoned pros to offer guidance to emerging professionals
  • Create an online community with relevant areas to connect people
  • Create an under-40 community to allow younger members to network
  • Monitor and assess the mentoring program to evaluate its effectiveness
  • Share mentoring case studies and success stories

7. Create Relevant Events and Content

  • Help young members advance and grow
  • Deliver career development workshops and seminars, particularly online
  • Offer other career resources including, but that go beyond, a job board

8. Once You Get Them, Keep Them

  • Develop a great onboarding experience for new, young members
  • Offer a meaningful welcome package, including custom branded apparel that young people would want to wear
  • Create a membership card to establish a tangible sense of belonging to a community
  • Provide an automated renewal process to make remaining a member easier
  • Use modern membership management software to understand how your members are engaging and evolve your tactics based on your findings

Brian Hershey is a YGS senior account manager. Connect with YGS to discuss how we can help you create a bigger pipeline of members.

Excellence by (Re)Design

By Deborah Burgess and Ashley Reid 

Your association’s publication is kind of a big deal. Not only is it chock full of useful information for your members and industry at large, but it’s also quite possibly the only member benefit that is truly tangible—members can see it, flip through its pages, earmark it, highlight it, keep it on their coffee tables, share it with other colleagues—you get the idea. 

With all this in mind, perhaps it is time to ask a very important question: When is the last time your magazine had a makeover? Five years? 10? Never? 

As your association grows and evolves, so too should your publication. The value of your member magazine cannot be overstated, and neither can the importance of revisiting the content, look, and feel of the magazine to ensure it remains fresh, relevant, and eye-catching. 

A rearchitecture and redesign are great ways to breathe new life into your publication and reengage your readership. There is no specific right time to do this, but you might consider association or publication anniversaries, website overhauls, new marketing campaign launches, rebranding or renaming of your association, mergers, or changes in leadership as excellent opportunities to explore this venture. Barring these events, it is our recommendation to evaluate the need for refreshing your publication every five years or so. 

Defining a Rearchitecture and Redesign

A content rearchitecture and a publication redesign are not the same thing. To put it in the simplest terms possible, one is about the words, the other is about the visuals. 

A rearchitecture means reworking the content of the magazine to maximize the reader’s experience. This can be achieved by: 

  • Reordering or reimagining current columns and departments to improve pacing and flow
  • Adding new sections to the magazine that address topics that are top of mind in your industry and that will attract advertisers
  • Removing content that readers do not find useful or engaging
  • Coming up with exciting new section names and taglines that draw the reader in
  • Revisiting or introducing strategic entry points for readers such as web callouts for more resources or further reading, boxes with links to social media channels, sidebars, pull quotes, etc.

A redesign, on the other hand, may include but is not limited to: 

  • A refresh of typography and establishment of a modern color palette
  • Graphic design and visual recommendations that allow for visual variety and the projection of a distinctive and exciting personality that remains within your association’s brand guidelines.
  • Image guidelines for illustration and photography that allow for more sophisticated and innovative use of existing and original imagery
  • Additional elements such as treatment of page headers, headlines, bylines, body copy, pull quotes, charts and graphs, and photography

To have the greatest impact, doing a rearchitecture and redesign simultaneously is the way to go. A content rearchitecture and redesign will reengage current readers (and others who used to read it but have since dropped off), attract new ones, and entice advertisers. It is also a great opportunity to realign your publication with your brand. Sounds good, doesn’t it? 

Let’s get started. 

Lay the Groundwork 

The best place to start this process is to survey your members, stakeholders, and current advertisers. At this juncture, it would be our recommendation to engage a publication expert to guide you in coming up with a list of questions about the content your members find to be most relevant, the content they could do without, their design likes and dislikes, and any other suggestions they may have. Your chosen partner can then aggregate and extrapolate the data most thoroughly and share their findings. You could take a more casual approach by posting in member message boards and social media channels, or by using resources such as SurveyMonkey or Google Forms. However, there is the potential for receiving less informed results if this is your chosen route.

Once this initial phase concludes, it would be a good idea to work with your publication expert to set a realistic launch date (e.g., the first issue of a new year or an issue that coincides with a big conference). From there, form a production schedule to map out the remaining steps of the process and stick to the prescribed deadlines to ensure a successful and well-timed launch.

Have a Conversation

Now that you have a schedule and tons of valuable information from your members and advertisers, it’s time to begin talking about the changes you would like to take place. Work with your publication expert—who by now should have vast working knowledge of your magazine by reviewing back issues and researching your industry—to brainstorm ways to enhance the content and improve readability by using all the knowledge you’ve gleaned, combined with their own publication expertise and editorial best practices. 

This is also the time to share your own preferences regarding design. Send examples of other magazines to your publication expert to show them what you like and dislike. For example, serif or sans serif font? Lots of white space or not so much? Bold colors or more subdued? Photography or illustration? Share your brand guidelines and existing templates, as well, so your designer knows exactly what parameters they should work within. 

Get to Work 

If you’ve engaged a publication expert as we’ve advised, the next steps are more for them than for you. By now, they should have all the tools to first rearchitect, then redesign the publication (the content often informs design choices, so we suggest completing the steps in this order). During this process, make yourself available for any questions that may not have come up during the discovery phase. 

Prepare to be Wowed 

We can’t speak for all publication management companies, but YGS places great importance on getting it right and making your vision a reality. The next step is to hold formal presentations to showcase all the work that has been done to bring your refreshed publication to life. After the presentations of a new magazine architecture and design, we allow multiple opportunities for our association clients to provide feedback and revisions. Your vendor should place great value on your input, and you should endeavor to be honest and clear in all your feedback so the final product is exactly what you hoped it would be.  

Build Excitement 

There are myriad ways to generate hype around the launch of your new publication. Consider teasing the new look of the magazine with sneak-peek photos on your social media platforms. Have a grand unveiling of the new cover with a poster-size print at a conference. Send an eNewsletter out ahead of the first issue that explains the exciting changes you’ve made and the rationale behind them. Or, better yet, create a video with voiceover that showcases each new section of the magazine in a visually stimulating and engaging format. The possibilities are endless!  

Your publication is a great member benefit. A rearchitecture and redesign are great ways to reinforce the value of that benefit and to show your readership that you are looking to meet their needs. If you’re ready to begin this journey, contact us. We would love to be your partner. 

Deborah Burgess is senior art director and Ashley Reid is editor-in-chief at YGS. 

Expanding Your Print Publication with a Digital Edition

While we typically think of publications existing strictly in the print space, there are benefits to offering readers multiple methods of accessing and consuming your content. To create a robust content strategy, it’s important to have both a print and digital presence.  

What’s a digital publication?

A digital publication can mean a few different things—ranging from a PDF flipbook to a full-fledged website with a sophisticated navigation structure. When we talk about digital publications, we’re referring more to the latter option.

The digital space should be designed for readers to browse and explore your content—from anywhere and at any time. It can include much of the same content you feature in your printed magazine, but offering extras—such as expanded versions of stories or other digital-exclusive content—will give readers a compelling reason to explore both platforms.

Why have both digital and print publications?

In today’s high-tech world, many people have found a new appreciation for consuming media via more tangible outlets. Vinyl records, for instance, have seen a resurgence in recent years—for the simple reason that pulling a record out of a sleeve (covered with beautiful album art), laying it on the turntable, and dropping the needle offers a more immersive experience that serves as a reprieve from constant screen time and digital noise. The same goes for print magazines.

According to Statista, the number of magazine readers over the age of 18 in the U.S. has shown a steady increase since 2012, dropping only slightly in 2018. And BBC news explains that the success of any given magazine depends largely on the subject matter. Lifestyle, entertainment, and gossip content can easily be found on social media. But with the surge of fake news online, readers are still willing to pay for print if the publication offers reliable information. This is great news for professional and trade associations that regularly conduct studies, engage in advocacy, and share member or industry news, because that information cannot be found elsewhere.

So, when an association member wants to brush up on the latest industry trends on their day off, they’ll likely want to leaf through a magazine while relaxing on the patio, rather than sitting in front of their computer for yet another hour that week.

That said, the advantages of digital publications are undeniable, for publishers and readers alike. Some of those advantages include:

  • Content can be accessed from anywhere
  • Readers can easily navigate the archives
  • It’s easier to make last-minute changes or even update your content after it has been published
  • There’s no need to cut text to account for page space limitations
  • You can share article links on social media for a more well-rounded content strategy
  • Real-time analytics offers informative data on user behavior and reach

And that last point is an important one, especially when there’s ad revenue involved. Ideally, your publication will serve as a revenue generator for your association. The more data you can offer to advertisers (about circulation, ROI, etc.), the more enticing your ad space becomes. 

What’s the best advertising strategy for your publication?

We’ll save the nitty gritty of media sales for another time, but the basic idea behind a strong advertising strategy is to reach as many relevant industry leaders and decision-makers as possible. By providing valuable content via varied platforms, you expand your reach and create more opportunities for advertisers to get in front of the people who matter most to the sale of their products or services.

If you have a strong presence in both the print and digital publishing spaces, your media sales reps can create advertising packages that combine ad placement options across multiple platforms—reinforcing a brand’s message and strengthening their impression on readers.

So, is having a digital publication worthwhile? If you consider the benefits it offers your readers, contributors, advertisers, and ultimately your association, having a digital publication as part of your content strategy can really pay off. 

Marketing Campaign

TO ATTRACT ELIGIBLE WASHINGTON public school employees to enroll with Davis Vision as their  vision  care provider during a brief open- enrollment  period,  YGS   created a precisely focused multitouch marketing campaign—Improve Your Eye Care  IQ—and  deployed it across social media, targeted eblasts, an online video, mobile billboards, and the web.

Challenge

As a vision care provider being offered to Washington state public school employees for the first time—competing against two incumbent companies with substantially greater brand recognition—Davis Vision needed a breakthrough way to declare that they were the smarter choice for premier vision care. With an open enrollment period of just six weeks, Davis Vision hoped to attract 25–30% of the 143,000 eligible plan participants. They knew it was an extraordinarily tall order.

Results

Beginning with a strategic and nimble marketing plan, followed by a campaign theme and messaging platform to guide all deliverables, YGS created targeted social media ads, email marketing sent to key lists, a fun interactive quiz to drive engagement, a spirited online video, and two mobile billboards to reach public school employees around their places of employment. All touchpoints led eligible school employees to an easy-to-use landing page where they can click to sign up for vision care, also architected, designed, and written by YGS.

YGS met Davis Vision’s lofty goal of gaining up to 25% of eligible participants over their bigger, more established competitors. The campaign was such a success that Davis Vision’s parent company, Versant Health, has now engaged YGS to create a tactical brand- building toolkit to help drive results for the company’s sales team

Full-Circle Solutions for FPA

 WHEN THE FLEXIBLE PACKAGING Association (FPA) came to us to build a brand-new publication, we were more than up for the challenge. From the initial magazine architecture and naming to design concepting, content development, media sales, printing, promotion, and distribution, YGS handled the project every step of the way—providing a seamless experience for the client. 

Challenge

FPA needed a new magazine that would provide association members and industry corporate leaders with important news and insight regarding supply chain, sustainability, advocacy, and technical innovations in the flexible packaging industry. This new publication needed to also be supported by media sales and promotion. 

Results

FPA needed a new magazine that would provide association members and industry corporate leaders with important news and insight regarding supply chain, sustainability, advocacy, and technical innovations in the flexible packaging industry. This new publication needed to also be supported by media sales and promotion. 

The Flexible Packaging Association did not have a magazine, so we were embarking in uncharted territory. The YGS team lead us through the process seamlessly, not only with their expertise, but with patience and training. They enabled FPA to put out a first-class publication and greatly expand our reach as the voice of the industry.” 

Alison Keane, Esq., CAE FPA President & CEO 

Workplace Reentry and Mental Health: What to Consider

Returning to the workplace involves many safety guidelines, but as your office reopens, it’s imperative you champion the mental health of your employees every bit as much as you enact physical protocols. Workplace reentry will involve adaptations to personal and professional life, and for many, this will lead to worry and stress. We can’t expect organizational leaders to act as mental health professionals, but they can and should build greater awareness of, sensitivity toward, and responsiveness to employee concerns by taking the following into consideration.

Start With Questions

2019 WHO study estimated that depression and anxiety cost the world’s economy about $1 trillion each year in lost productivity. In an article on managing reentry anxiety for Harvard Business Review, executive vice presidents of United Minds Sarah Clayton and Anthea Hoyle note thatemployers who wish to reduce anxiety should consider the following questions:

  • Do we follow the example of Twitter, Facebook, Nationwide, and others and move to a largely remote model?
  • If not, to what extent will we allow different employee groups to choose when to come back to the office?
  • Is a wholesale reevaluation of our work-from-home policy in order?
  • What accommodations do we need to make to enable a truly hybrid (including work-from-home and remote employees) workforce?
  • How can we ensure a continuing priority on diversity, equity, and inclusion while managing a remote or hybrid workforce—and that there won’t be unintended consequences for those who remain offsite?
  • How will we protect older workers, employees with medical conditions, parents, and populations disproportionately impacted by the virus from being discriminated against?

Once you have thought seriously about these structural inquiries, you can take the following steps to encourage a return to the workplace that supports emotional and psychological health.

Hold Return-to-Work Meetings

One-on-one return-to-work meetings will help reorient employees into the workplace. They are also a good opportunity for employees to share any issues or concerns with their managers. These meetings can take place before and after returning. During these meetings, employers might choose to encourage employee control over decisions about where and when they work. If you choose to empower employees with work flexibility, you should document any arrangements made.

Take an Individualized Approach

Some of your employees have kids. Some of your employees are caretakers. Some of your employees have more than one job. These scenarios and more illustrate that one-size-fits-all approaches to how employees work aren’t pragmatic with regard to remote work amid a pandemic, and they’ll likely prove ineffective as employees return to the office. Consider affording autonomy to managers and direct supervisors to help employees develop individualized plans. Doing so may quell employee anxiety and result in improved mental health and job performance.

Execute Awareness, Offer Compassion, Honesty, and Openness

The Centers for Disease Control and Prevention says employers should be on the lookout for a number of stress danger signals on the part of returning-to-work employees:

  • Trouble concentrating
  • Irritation, anger, or denial
  • Uncertainty, nervousness, or anxiety
  • Lack of motivation
  • Feeling tired, overwhelmed, or burned out
  • Feeling sad or depressed
  • Insomnia

Recognize that every employee had a different experience and reaction to the pandemic full of unique stressors. Actively listen as you check in with employees, and consider sharing what you are struggling with to encourage reciprocal transparency. Communication will be key in reducing employees’ uncertainty and building emotional support.

Provide Support Without Fear of Stigma or Penalization

Because of the stigma associated with mental disorders, employers need to ensure that individuals feel supported and able to ask for support in continuing with or returning to work. Employees should know where to go and who to talk to internally if they are experiencing difficulties with mental health. Leadership can provide managers with mental health literacy and training in how to talk about mental health that they can use to help their staff, including the latest information on the impact of COVID-19 on mental health. As Christine Muldoon, vice president of strategy at WebMD Health Services, wrote in Business Insider, “Employers can support employees struggling with stress and anxiety by subsidizing telehealth visits with mental health professionals or web-based meditation classes.”

Cultivate a Culture of Authenticity

While stay-at-home orders separated many of us physically, living amid the pandemic created a shared experience that has in many cases brought us closer. As people return to the workplace, actively encourage people to continue connecting in a multifaceted way while physically distancing in the office. Meaningful relationships will improve trust and performance. And don’t forget the employees who have continued to attend the workplace over the past few months. While they didn’t experience a transition to remote work, their professional life has been far from business as usual.

Remember

Implementing pro-mental health policies is an ethical decision, but it’s also an investment in your greatest asset. As Muldoon noted, “The World Health Organization estimates that for every dollar U.S. employers invest in treating common mental health issues, they earn $4 back in increased employee health and productivity.”

As your association plans a return to the workplace, some of your employees are most likely or will be struggling with mental health. Seriously and compassionately supportingthe psychological well-being of employees during reentrywill boost productivity, company culture, and your bottom line. And leaders who take steps now and continue to advocate for mental healthwill be rewarded with employee loyalty and an improved reputation for years to come. 

How to Return to Work Safely

As the world slowly begins to reemerge from quarantine, many of you may be wondering what precautions are needed to provide a safe work environment for your employees. As with most COVID-19-related questions, the best course of action will be to visit the CDC website for research-based guidelines on effective cleaning and sanitation measures. But, in addition to cleaning practices, there are other actions to be taken at your workplace to promote safety and good health among your staff.

Let’s cover some of the basic guidelines for returning to the office while the coronavirus pandemic is still at large:

Promote Hand Washing

Just as in the early days of COVID-19, frequent and thorough hand washing is key. Make sure your soap dispensers are replenished as needed. It is also recommended to provide employees with hand sanitizer that is at least 60% alcohol and encourage them to use it throughout the day, between hand washings. 

Require Masks or Face Shields in Certain Situations

Although there’s no need for an associate to wear a mask if they’re sitting alone in their own office, masks should be worn for face-to-face interactions such as meetings or a visit to a co-worker’s desk.

Practice Social Distancing

You’re all aware of the six-foot social distancing guideline while in public. This same rule applies to work meetings. You may want to remove chairs from conference rooms to promote better social distancing and limit the amount of people per meeting to 10 or fewer. Providing a virtual-meeting call-in number is also a great way to help limit the quantity of people required in a room at any given time.

Don’t Share Office Equipment or Supplies

Ask associates to refrain from using their co-workers’ phones, office supplies, desks, chairs, or other office equipment. Provide associates with disinfectants such as wipes or sprays, so they can clean their work area frequently. And offer training on how to properly disinfect work areas.

Take Temperatures

Temperature screenings as employees enter the building will discourage associates from coming to work while they are sick. By preventing a feverish person from entering the building, you can avoid the spread of viruses and other germs. This practice is best enforced by requiring employees to enter through one main entrance of your building. That way, you can have one or two representatives stationed at that entrance at all times to facilitate temperature screenings.

Require Employees to Stay Home When They Feel Ill

Even though many people try to fight through feeling sick for the sake of keeping up with their work, you need to stress the importance of self-isolating during times of illness. You may want to revisit your telecommuting policy to give associates the option of staying home if they are sick but feel well enough to work. You can also offer more paid sick leave or unpaid sick days during this time.

Conduct Screenings for Visitors

Any visitors or delivery personnel could pose a risk to your business because they may not be required to follow the same hygiene and distancing protocols that you require of your regular employees. For this reason, it’s important to ask a series of screening questions of any new visitor to your facility.

Hire a Specialized Cleaning Crew

Disinfecting surfaces is always a good idea in a workplace, but it’s especially important right now. Visit the EPA’s website to find a list of disinfectants that are approved for use against COVID-19, and make sure your cleaning crew uses cleaning products that have been proven to effectively protect against the virus.

Cleanings should also happen more frequently than perhaps they had been. If you’re accustomed to only having your building professionally cleaned once a week, you’ll need to upgrade your cleaning services—ideally having conference rooms or other communal spaces disinfected between each use.

Most professional cleaning crews should be familiar with these guidelines and are adhering to them in their daily work, but it doesn’t hurt to have a conversation with your cleaning team and make sure they are aware of any new measures that must be taken during this time to ensure a thorough and effective cleaning regimen.

Restrict Communal Snacks for Now

Even though we all love when a coworker brings in donuts for the team to share, those morale-boosting gestures will have to be put on hold for now. 

Although taking precautions against the coronavirus may not be very much fun, your employees will appreciate that you take their safety seriously and value their health. There’s no sure-fire way to prevent the spread of COVID-19. But paying attention to all the latest developments and following the guidance of reputable, research-based sources (such as the CDC and WHO) can go a long way toward slowing the spread of the virus and protecting your employees.

Your Guide to Better Association Advocacy

As a prominent association, you likely recognize the importance of advocacy and the impact it can have on your industry. However, with everything that has been going on during these turbulent times, it can be easy to lose sight of just how important that work is. It can also be tough to know how to improve your efforts. 

Before we dive into tactics for improving your advocacy efforts, let’s take a step back and remind ourselves why you’re involved in advocacy to begin with.

Why Practice Advocacy?

The purpose of any association is to serve your members. Those who work within an industry see the most pertinent opportunities and challenges facing that industry at any given moment. They can also identify any potential to make real and lasting change to strengthen that industry. So, talk to your members to get an idea of where the change needs to happen.

It is crucial for associations to participate in the legislative process to develop sound public policy and move their industries forward.

When Should You Become Involved in Advocacy?

You don’t need to wait for a crisis to get involved in advocacy. Ideally, you should be working on fighting for improvements for your industry and your members all the time. It can take years for legislation to pass through government channels, so your association should always be following important issues and current events, communicating with members and learning what matters most to them, and advocating with their best interests top of mind.

Ways to Improve Your Advocacy Efforts

Even if you have a good advocacy action plan in place, there’s always room for improvement. While some areas of improvement may be more obvious than others, it’s important to always assess how successful your efforts have been and find ways to make them more effective.

  • Work with lobbyists. If you don’t already work with a full-time lobbyist, now’s the time to start. Even though many of your association’s employees will likely be involved in advocacy to some extent, having one designated representative to act as a liaison between your organization and elected officials provides you with access to that person’s valuable experience, insight, and support. Just be sure to check your bylaws when engaging with lobbyists to ensure there are no conflicts of interest.
  • Stay focused. It’s important to be clear about what you’re advocating for and tackle issues that are most relevant to your industry. Not only will this approach help you communicate about your efforts, but you will also be more likely to succeed if you maintain a clear goal.
  • Develop a public policy statement. One of the best ways to maintain focus in your advocacy efforts is to draft a public policy statement. The contents of this policy should reflect the interests of your industry and will help guide your efforts.
  • Communicate with members. Post on your website and social media channels. Share updates in your publications and newsletters.  Send out polls or host town halls so member voices can be heard. Your members should be in the know about all the hard work you’re doing to improve things for them and be given opportunities to contribute ideas. Communicating with your members is also a great way to help them feel invested in your association and get them involved—the most effective advocacy happens when members are engaged.

When it comes to association advocacy, remember that it’s a marathon, not a sprint. And any small victory should be celebrated. By monitoring the success of your advocacy, working with lobbyists, maintaining a strategic focus, and communicating with members, you’ll start to see improvements in your advocacy efforts—and ultimately in your industry.

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