A 2017 study revealed that Americans check their phone around 80 times per day, or once in every 12 minutes. It’s been said that we also see or hear around 4,000 ads in a day. Attention spans are shrinking and brands have to work harder than ever to gain and maintain their audiences attention.
In the old days of influence marketing, you watch a YouTube celebrity eat a stink bug on a dare, then open up a can of Coke’s new flavor. After going “mmm,” he would talk about its refreshing taste and other key points as if reading from a script. The YouTuber could then expect a sizable portion of his 250,000 followers to go out and buy Coke’s new flavor and receive money for endorsing it.
The drive from stakeholders for more content in less time puts creative managers in a tough space that presents multiple challenges. Thriving businesses are run on the inspired content that creative departments produce; however, individuals outside of the creative department oftentimes don’t fully grasp all the effort it takes to build these creative masterpieces.
Whether your company is a small startup or a massive corporation, every business has a type of organizational culture. Some of them focus on flexibility and discretion, while other workplace cultures fixate on stability and control. An organization's culture can have an internal or external focus and may value integration or differentiation.
Managing a creative team requires incorporating data-driven goals into a process that naturally has a loose structure. Despite the difficulties that arise when implementing creative operations practices while managing a creative team, doing so helps streamline the production of content.
Slope is excited to work with Adobe to announce an integration with Adobe XD CC.
We’ve all been there: staring at a blank screen without knowing what to type or finding it hard to focus at the task at hand. Creative block doesn’t just affect writers. Whether it’s due to a lack of inspiration, feeling overwhelmed, or dealing with a personal or emotional hardship, you can be mentally encumbered in any industry.
Marketers and creatives must effectively work alongside one another to produce content for a company. However, creative teams often have a different perspective and a unique process that may be foreign to a marketing team or another potential collaborative group - and while creative teams and their processes may not always mesh well with your own team’s efforts, simply implementing a few changes can make a difference in boosting your creative team’s result.
The marketing funnel model has become invaluable when organizing your content. The top of the funnel represents everyone that is aware of your brand. Marketers use a variety of tactics and channels to grab a potential customer’s attention. They cast their fishing lines in the water, hoping for a few nibbles. The bottom of the funnel involves the closing of a sale when a fish has been hooked and reeled in.
After you cast a line but before you catch a fish, there’s the middle of the marketing sales funnel. The middle of the funnel is where you’re trying to get the fish to bite. You entice them with different kinds of bait, jostle the rod, try different depths, and convince them that your hook is the one worth biting.
While in the past the majority of companies entrusted the creative end of content production to external agencies, this business tradition is slowly becoming less and less common. There’s been a recent move towards internalizing these projects by placing them into the hands of an in-house creative team.
Technology has allowed teams to embrace innovation and push past the limitations of collaborating in a traditional working environment. However, just because technology makes collaboration a more streamlined and easy process, it doesn’t guarantee employees will be excited to produce their best work every day.
We are excited to announce Project Timelines in Slope! Now it's easier than ever to map out plans, keep an eye on key deadlines, and track work through multiple stages.
Slope's organizational structure is so flexible to match whatever way your business organizes its creative work. That being said, any software tool can be daunting when it’s new and empty. So we talked to some of our most successful customers (making sure to represent a variety of different industry verticals) to find out how they structure their organization. From our findings, we saw 7 different ways companies were organizing their work in Slope.
Let’s say you’re a real estate agent with an open house from 1-3. You’ve spent money on advertising to generate interest from prospective buyers. You have thought long and hard about how you’re going to decorate the space to make it look like a home and arrived two hours early to do so.
Businesses are increasingly turning to internal creative teams for their content needs. As this happens, these internal creatives are finding themselves making less one-off projects like they would at an agency and more consistent work meant to boost broader goals.
Technology is making it easier for more people to work remotely; last time we touched on this subject, we talked about strategies for managing a remote creative team. In this sequel, we wanted to offer tactics for those actually doing the remote work.
Last time we talked about the 5 skills every creative manager needs, we covered Communication, Empathy, Diplomacy, Reading the Team, and Organization. If you’re going to manage a team of creative people, these are 5 skills that you certainly should have. However, they are not the only skills that you’ll want. Creative managers need a wide range of skills and attributes to get the most out of their team, and ensure their employees are happy. If you already have the first 5 down, here are 5 more that you can add to your toolbox.
Creatives who work together need to be close, but not like friends and family close. I’m talking creative team close. Creatives use skills that they’re deeply passionate about, typically so much so they couldn’t imagine working in a non creative position. When the stakes are that high, it's that much more important to think of the team you work with as a creative community, and not just people in your department.
Starting any new job is a nerve-racking experience. You’re in a new place, meeting new people, learning new tasks and how to use new systems. This process is tough no matter what kind of job you’re starting, but it can be especially difficult for creative hires.
Creative teams are expected to work together, openly sharing ideas and criticisms. This is hard to do when you’re in a room full of people you just met and you aren’t sure how the office operates yet. For some hires, you may be able to get by with a quick tour, and then set them to work at their desk. This isn’t the case when on-boarding creative hires, however, and you need to adjust your approach accordingly.
As a creative manager, you carry a responsibility to continually motivate your team. An employee’s level of engagement is directly tied to their motivation to be productive and generate their best work. Your job is to empower each person to take responsibility for doing a great job and offer challenging opportunities that help them grow.
Treating employees well, advocating for their work-life balance and giving them space to think creatively contributes to a deeper sense of enthusiasm for coming to work each day. When you encourage these seven activities in your workplace, you will notice that your creative team is continually motivated to achieve amazing things!
Welcome to The Roundup, a weekly series in which Hassaan, Slope's Creative Manager, and myself, CEO & Co-Founder, discuss news from across the marketing and creative industry. This week we are talking about how social networks are changing both the way we shop and the way B2B marketers engage with their audience.
In the rapidly evolving landscape of virtual work environments, it is becoming common for creative teams to live across town or even thousands of miles apart. Nearly 70 percent of managers at Fortune 100 companies report leading hybrid teams that work in-house, off-site, in the field or at satellite offices.
Despite rarely (if ever) interacting face-to-face, it is possible for disparate teams to thrive when they have the right collaboration tools and project management skills in place. Follow these five tips to effectively lead high-performance creative teams, help them understand how to work together remotely and know what to expect from each other.
At Slope, you hear “every company is a media company” a lot. I mean, a lot. Even though at this point it’s beyond cliché, and elicits groans and eyerolls all over the office, it’s a mantra we believe in and one that is reflected in our product. That’s why Slope’s organizational structure is so flexible: to match whatever way your business organizes its creative work.
That being said, any software tool can be daunting when it’s new and empty, especially if it the tool you’re using wasn’t originally intended for creative work. So we talked to some of our most successful customers to find out how they structure their creative work. From our findings, we saw 7 different ways companies were organizing their work.
Personalization is the future of how businesses communicate. Don’t get me wrong, it’s here in the present—industries are getting more personalized every day, but this trend is only going to get bigger.
Creative teams are often measured two ways: whether or not they hit deadlines and if goals are reached. That includes internal project goals in addition to campaign and performance goals. Both equate to project completion – but is project completion the only metric that matters?