Adaptive Short-Term Marketing Plan

NOVEMBER 2019

SHORT-TERM MARKETING PROPOSAL KATHRYN FRELS

PROPOSEDÂ TO

ADAPTIVE BUSINESS GROUP

PROJECT PROPOSAL

TOPICS Newsletter Bridge

OUR COMPANY

Weekly Roundup

Adaptive Business Group serves an international client base via recruitment and M&A advisory teams across our offices in London, New York, San Diego and Berlin. Our experience covers recruitment for start-ups and venture-funded enterprises to

Website Social Media

established Fortune 500 clients. We also maintain the world's largest proprietary networks of both active and passive candidates in each of our

Indeed/Glassdoor

specialist industries.

With four offices somewhat scattered globally, we will work to implement processes that not only boost personal and collective morale, but also facilitate internal cohesion regarding goals and improve our visibility and brand divisionally and collectively.

GOALS Improved Performance Accountability and Responsibility Create a Common Understanding Improved Client Service Improved Employee Development Create Good Coordination Increased brand presence, awareness and value

Yammer Next Steps

NEWSLETTER

Currently: Newsletters act as a source of information on a monthly, quarterly and annual basis, syndicated accordingly. These are more aggregate reflections of performance, as well as updates on company socials, new offices, promotions, new starters, etc.

Proposal: Not much change needs to be made here in my opinion. From what I have seen and heard, these are well received by the company and seem to be a good wrap to each according time frame.

Beginning to track analytics such as open rate and click rate, might be helpful to gauge what sort of ROI we get since they are so time consuming.

Currently: Mostly used as a resource for trainings and information. Due to this, many consultants are not using this resource to its fullest potential. Â Proposal: Biteable tutorials for FAQs outlining airmiles, competitions, PTO, etc. to ease the access and consumption of those topics Gery & Emily often get questions about.

Additionally, have consultants upload their advice and key information into Bridge as a resource to pull from, i.e. great BD messages, content created for roles, pitches, etc. Use it a receptacle for static information that many people within the company may need.

Also, a good place for the visitor’s guides we will be developing. These will be office specific, and include the best of each location that the consultants have developed as an office.

Generally, work to move this into continuing to be a resource, but by integrating less technical advice in there that still drives value.

BRIDGE

WEEKLY ROUNDUPS

Currently: Weekly, including company-wide KPIs and individual topachievers. Including social updates as well with information on travel, office news, personal milestones, etc.

Proposal: Shift to a bi-weekly edition, coming out with more aggregated information and less redundancy. Done to improve engagement and entice the audience a bit more.

Keep weekly acknowledgments with a complimentary, bi-weekly, “Star of the Week”. Pick one consultant or individual who excelled at something in the past week and have them share some tips and tricks on what they are doing. A successful and helpful way to share content, advice, inspiration and encouragement, as well as boost morale on the off weeks of the roundups and break things up a bit.

Currently: Adaptive works with a company externally who oversees the creation and maintenance of the site. David has mentioned they provide us with extreme flexibility and work with all our requests. The site looks great, the index is usable and it provides good information.

Proposal: The first place to start would be imbedded SEO and hyperlinking to increase the visibility of our site through a Google search, using key words generators such as Semrush or Wordstream.

Additionally, work to come out with publications and blog posts with the same words that should raise our competitiveness by raising our placement on the SERP. Both of these efforts should make our internal postings (which still need to be posted) and internal recruiting efforts much easier with small changes.

Other cosmetic changes or index changes, would come second to this, and could be executed using A/B testing, just wanting to start by raising traffic and awareness before investing too much in those changes.

WEBSITE

SOCIAL MEDIA

Currently: Social media is lacking a lot. It is a joy that it is a free way to build out our brand, but consistency is key when it comes to gaining and keeping followers.

Proposal: Work to develop a more in-depth and strategic social media marketing plan for each platform.

On a monthly basis, sit down and develop out a marketing content calendar that will outline what is posted where and when. This will be a dynamic resource, with content breakdowns to facilitate the communication of the posts. An example can be seen on the next page.

These plans will then be plugged into later.com or Hootsuite for posting. Analytics will be followed to see ROIs, gauge what we should make flagship, standard and buzz content.

CALENDAR & PLATFORM PURPOSE BREAKDOWN

Who Company-wide updates Office happenings and achievements

Who & What Social cards on stories/highlights Light-hearted, office-centered content Engaging updates and posts

What (should be our most prominent platform) Blog posts Sharing industry news Consultant social cards Job postings Recruiter information and insights

What & Who (flexible, just combine automatically) Social cards linked with FB & Instagram Blog posts Industry news

INDEED & GLASSDOOR

Glassdoor Currently: Glassdoor is used on a case by case basis for individual internal hires made by Geraldine and Emily. This use and structure will continue unless otherwise requested by one or both of them.

Proposal: Work to make the platform as appealing and filled out as possible.

Photos, videos and information that are up to date. Want this to be a pristine and accurate reflection of Adaptive for a potential new starter.

Indeed: Currently: Indeed is not used too much, beyond internal postings that we have ourselves, paralleling Glassdoor quite closely.

Proposal: Consultants should be signing up for their own Indeed accounts, posting social cards for free, as well as watching their clients. Each consultant should have alerts on for when their clients post job openings so they can reach out and potentially open that role when we already have them signed.

Internally follow suit with Glassdoor suggestions in terms of presence and updates.

Currently: Used internally, as a resource for offices to exchange more light-hearted and less business focused updates and information. Facilitates some conversations and increases awareness and cohesion between offices.

Proposal: Continue with the same purpose and use of the platform. Appoint a single office Yammer “leader” to take photos and post them when these activities occur. This duty can also be seamlessly translated to providing the marketing individual with social photos and information on happenings that can be included in Round-Ups, Newsletters, etc.

YAMMER

ACTIONABLE NEXT STEPS Create Biteable videos for Bridge FAQs Create consultant advice and trip brochures for Bridge Make weekly round ups bi-weekly Implement Star of the Week Appoint a Yammer leader in each global office to act as a "poster" and POC Develop strategic social media plan Build out content calendar Track the ROIs on Newsletters (open rate) Get consultants keyed into Indeed - lunch and learn?

Work with the website team on SEO Create blog posts with key buzzwords Glassdoor and Bridge audit Internal marketing survey

Moving forward all progress will be tracked and evaluated based on the qualitative standards as a reflection of the company, its mission and brand, as well as qualitative analytical standards to ensure the best and most consistent content for Adaptive.