LinkedIn Adds New Elements to “Creator Mode,” Including Audio Events and New Audience Growth Opportunities
LinkedIn has announced new additions to its Creator Mode, which gives users more ways to build their presence on the professional social network.
Adding to its existing Creator Mode elements — including access to LinkedIn LIVE and the newsletter — LinkedIn is now also adding audio events, displaying URL links on profile, and more ways to build your following in the app.
First, on Audio Events – originally launched in beta mode in January, LinkedIn now offers all Creator Mode users access to its audio rooms option.
As you can see in this example, LinkedIn Audio Events are much like Clubhouse or Twitter Spaces, with the ability to host in-app audio chats.
Originally only available to a select few users, LinkedIn is now making the option more widely available – and really, overall, it looks like the option might be a better fit for LinkedIn than almost anywhere else.
With the ability to facilitate professional connection through industry-aligned meetings and discussions, and to align with the broader WFH shift, audio sessions within LinkedIn could be a valuable addition – and If your favorite creators in the app start streaming regularly, it might just be worth tuning in to get the latest news and updates in your industry.
Either way, this will be another tool to consider for those looking to boost their presence on LinkedIn.
LinkedIn is also adding a new option for creator mode participants to add a link at the top of their LinkedIn profileso that the public can learn more about them and their brand.
As you can see here, the new option will allow you to add a storefront link on your LinkedIn presence, which could help drive more referral traffic from within the app.
LinkedIn is also looking to help creators grow their following, both on the platform and offline, with a new way to share a quick link to your LinkedIn profile that can be embedded on websites and blogs, or transferred in e-mails.
“With just one click, someone’s audience can instantly follow them on LinkedIn from any of their other platforms, making it easier to discover content on LinkedIn.”
LinkedIn is also adding new follow buttons in the main feed and search results to help connect users directly with relevant voices, while searches for a specific company or topic will now also include recommendations for people to follow. who regularly talk about these topics.
Finally, LinkedIn will now automatically add a user as a follower if it sends a connection request to a user who has creator mode enabled.
“When someone invites a LinkedIn creator to connect on the platform, that person will automatically become a follower of that creator. This means that they will automatically start seeing updates to the creator’s posts in their feed, even if their connection request is pending.
Which seems a bit forced, and probably not the ideal way to help users grow their following. But the basic concept is that if a user has expressed a clear and definitive interest in this creator, by sending them a connection request, it probably also means that they are interested in what they have to share in the app. .
This could be a boon for creators looking to get more subscribers – but again, I’m not sure it’s as beneficial for the regular user, who may end up unknowingly following people and cluttering up their flow accordingly.
I guess part of the problem here will be those looking to connect with people they don’t actually know, because now they’ll end up getting a bunch of profile updates they don’t really care about, and were calling just to improve their numbers. But that’s not how you’re supposed to use the platform, so the potential fallout, in this case, would be your fault to some extent.
Still, that could be problematic, as growth hackers will now be activating creator mode in record numbers in hopes of inflating their subscriber numbers with minimal effort.
All in all, these are some nice additions, which provide a new ability for LinkedIn creators to boost their presence in the app. The main benefit of establishing a presence on LinkedIn is that it can help establish you as a thought leader in your industry, and this can have significant benefits from a professional standpoint, opening up new doors and boosting your job prospects, simply by posting on the app.
These tools will certainly improve this aspect, and you can see how they could be of significant value, in different ways.
The new Creator Mode options are rolling out starting today – you can learn more about Creator Mode and how to enable it for your profile here.
There’s no doubt that customer experience (CX) is a hot topic these days and with good reason. But there’s a potential problem that almost everyone tasked with improving the customer experience doesn’t think about. The customer is just one piece of the experience puzzle, and in this article, we’ll tell you why you need to think wider as the customer experience in order to serve better the consumer.
Every organization has multiple audiences with which it communicates and interacts. In a recent project we conducted for a statewide K-12 school system, stakeholders easily identified over 20 distinct audiences in less than 10 minutes. Each of these audiences has experience — not just clients. We should think about the audience experiencee (AX) more than just the client experience (CX).
The potential buyer’s experience is NOT the customer’s experience.
For people who work in sales, they need to focus on the customer experience, or more specifically, the potential buyer experience. Examine your current customer journey map and see how pre-transaction vs. after transaction. There’s nothing wrong with having the whole journey mapped out together, but recognize that there are very different phases and different experiences associated with each touchpoint.
In practice, once a potential buyer completes a transaction (becomes a customer), often the client experience to cease. Does your customer experience continue after the transaction to drive retention, loyalty, referrals, word-of-mouth and promotion? These are the current stages of the customer experience. From our observations, most truly defined “customer experience” efforts actually target the potential buyer live.
Marketers think too narrowly – but should they?
Fans, followers, subscribers are all audiences, but not all are customers.
This is where customer experience is usually too narrow as a category. Understand that each audience or stakeholder segment should be narrowed down, so touchpoints can be designed for those specific audiences. Marketers tend to focus on the sales journey and experiences. It’s understandable and probably prudent. But, who else in your organization focuses on all the other audiences and audience experiences that all contribute to the success of the organization?
One thing to consider: customer service should strongly influence the customer experience. This may actually fall under marketing, as it includes retention, cross-selling, and other factors that contribute to lifetime value.
Fans and Fandom—Why It Matters
You have audiences that are not customers and never will be. But they are still important and valuable.
Take the fans for example. What does it mean to be a “fan”? Unlike the prospect’s experience, this audience has a goal, desired outcome, or problem and is looking for a solution. This is not the case with the fans.
You can have an audience of fans without them being customers. They engage and trade like the best customers, but they trade in terms of loyalty and advocacy, not dollars and cents. In your own life, are you a fan of a sports team, a musical group or an artist, or a political candidate? The best fans don’t have to be customers, except they trade with loyalty to the brand and what it stands for through their one-on-one advocacy, amplification, and word of mouth. There is strength in numbers. The bigger the fan following, the bigger the collective voice becomes.
If your brand is good, it has fans. No need to be a rock star band, all brands have fans. The fan experience also deserves strategic planning, not with the attempt to turn it into a potential customer experience, but rather to recognize, interact with and grow the fan audience.
Which audiences matter most?
Above, we mentioned a particular higher education organization with more than 20 audiences, and therefore about 20 viewers to address. Consider your organization and the experiences of your audience. Beyond prospective and customer experience, do you pay attention to:
- Employee experience
- Fan/Follower Experience
- Media/influencer experience
- Dealer or reseller experience (detail)
- Vendor/supplier experience (manufacturing)
- Investor/Donor experience (fundraising)
- Parental experience (higher education)
- Alumni Experience (higher education)
- Donor experience (higher education)
We’ll stop before 20 but you get the idea. With these and a few others relevant to your organization, you can see many interconnected and essential opportunities to improve each experience holistically and over time. Every audience, if important, needs to pay attention to this overall experience from start to finish.
How good can CX be without great employee experience (EX)?
Long before the Great Resignation, employers competed to attract the best talent to achieve corporate goals. It’s just harder now that the talent pool is shrinking and unemployment is low. Even so, often the talent you’re trying to attract is already employed elsewhere. This is where the employee experience that really matters. Brian Solis, VP, Global Innovation Evangelist @ Salesforce writes: “The employee is also part of the customer experience. In fact, employee experience plus customer experience (EX+CX) is what will equal growth. »
“EX + CX – is what will equal growth.”
Ask your HR manager if they have a journey map that covers recruiting and onboarding and all the likely touchpoints that make up the experiences of potential employees and then employees. Think about the value of each employee and the cost of replacing an employee. Think about the implication of a poor employee experience and how it can impact other areas of customer interaction. There is a real and measurable cost linked to a bad employee experience including impact on customer experience.
A well-tuned potential employee experience and employee experience are powerful factors that have many ripple effects on operations, revenue, and customer satisfaction. Conversely, a not-so-good employee experience is costly and an opportunity for competition to steal good talent and brain trust.
Great organizations strive to deliver exceptional experiences.
And then ?
- List 10 audiences your organization regularly interacts with. Specificity is key here, to help you with the next step.
- Rank them in order of most essential to least essential. Of course, they will all be important, otherwise you won’t interact with them. Apply a filter based on those that are most essential to the success of the business to those that are perhaps tangentially necessary for success.
- On your list of 10, write the name of the person in your organization responsible for each of these audience experiences.
- Ask these people to tell you about their process and how they measure their audience experience.
This fourth is the kicker. If there’s no process, no roadmap for an audience, no definable plan for every interaction and outcome, you have an operational liability. Great audience experiences don’t happen by accident. Recognize the need and invest to ensure that these essential audiences all have the best possible experience. Great organizations strive to deliver exceptional experiences.
Continue the CX series by Anthony
The Two CXs You Should Deal With – Customer Experience vs. Customer Expectations
Why brands think their CX is better than it really is
Decentralization and democratization. Sono queste le parole chiave del presente e di un futuro ormai prossimo, legate agli sviluppi tecnologici e finanziari che, a grand passi, stanno per enter nelle nostre vite e nei nostri business. The intense as unique and persistent Metaverse, currently present only conceptually, will only be possible and achievable when we face a unique and decentralized virtual environment whose economic creator…
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