Social media marketing is a competitive domain. The rules are always changing, and expectedly so, as the platforms need adapt to the rapid changes in technology and user behavior. For example, ideas for more modern mobile devices, software and applications are being developed, and people are finding new ways to go about the task of information-seeking by the hour.
To rule this new marketing landscape, companies need to follow the following guidelines.
Be responsive to all parties. Social media, for the most part, is a public platform. It is a wise social media manager who treats everyone with respect, not just because engagements are visible to all, but because every party can be a customer, a client, a partner, or a supporter, with varying ways to contribute to the company’s goals.
The manager responds promptly to all forms of engagement, whether it is a simple “like” of a post, or a long blog entry about the customer’s experience with the brand. More importantly, the manager knows how to address criticism, and reinforce the company’s commitment to good service.
Be mindful of the company’s corporate identity at all times. A good social media manager understands that social media is just one of the many platforms available for promoting the company and its offerings. This means that accounts on Facebook, Instagram, or Pinterest, among others, should convey the same brand messaging each time, albeit perhaps using a different medium.
The company’s corporate communications guidelines should be a handy reference for the choice of colors, of buzzwords, typefaces, symbols, and tone to use when composing social media content. This way, the platform will simply complement, and not compete with the business’ other marketing venues.
Create interesting content. This is the key to developing a strong presence and following in this landscape. People generally turn to social media for meaningful and relatable content, so companies need to invest time and resources to know what qualifies as such. Perhaps it’s a 30-second amateur video featuring a hot celebrity, or a colorful infographic that sums up an otherwise informative but long article. Or perhaps it’s just a one-phrase, but a truly witty and funny one. What is important is that the content is grounded on the experiences of the people belonging to the target, and it evokes emotions so strong and pleasant that they’d want to share it with others.
To learn how to conduct successful social media marketing campaigns, get in touch with a marketing solutions provider today – especially one that specializes in digital communications.
Monday, June 1, 2015
Tuesday, May 19, 2015
Summer Dishes to Try in Hamptons Restaurants
If you think summertime only calls for some fun time at the beach, think again. It is also the best time to try new dishes and thirst-quenchers to beat the summer heat. Indulge in a wide variety of light but oh-so-delicious treats in some of the finest Hamptons restaurants.
With the scorching heat of the sun, nothing can make one feel more refreshed, than a cold bath or dip in the pool and of course, sipping an ice cold drink. Fruit juices and smoothies are always on top of the list. A choice of your favorite fruit topped with fresh mint leaves is a surefire way to shake off the sweat and quench your thirst. But you can also opt for a fruity drink with a punch like watermelon-tequila cocktail, mojito, mango-peach sangria, or a choice of chilled champagne from the Hamptons’ famed selection.
Apart from the summer drinks, many Hamptons restaurants gear up for the summer by creating new dishes featuring their local produce like fresh seafood including lobsters, scallops, shrimps, oysters, and several types of fish. Apart from seafoods, grilled meats and salads are also in some local restaurants’ menu. Whether you crave for pork, chicken or lamb, many Hamptons restaurants offer grilled meats served with fresh vegetables like celery, peppers, zucchini and spring onions.
If you are on a strict diet and want to fit in your bikini, light and healthy options are also available in some restaurants. Several restaurants serve salad dishes that are both fresh and low-fat like cucumber and fennel salad, chicken garden salad, summer fruit salad with quinoa and vegetable salad. There are also many light pasta dishes made by mixing it with the freshest locally grown vegetables and seafood including lobster capellini, pasta pomodori, butternut squash ravioli, among others.
But, a little dessert probably won’t hurt anybody. Give in to your guilty pleasures with a wide variety of desserts made with in-season fruits like watermelon, peaches, cherries, and blueberries.
Enjoy these mouth-watering dishes and thirst-quenching drinks in an al fresco setting that is common to some of the Hamptons restaurants. Taking advantage of the natural landscape of the location, these restaurants offer dining in the backyard with the beautiful garden and sea in the background.
Whether you are visiting the Hamptons with your partner, friends or family, do not forget to check out the Hamptons restaurants to experience the true taste of summer.
With the scorching heat of the sun, nothing can make one feel more refreshed, than a cold bath or dip in the pool and of course, sipping an ice cold drink. Fruit juices and smoothies are always on top of the list. A choice of your favorite fruit topped with fresh mint leaves is a surefire way to shake off the sweat and quench your thirst. But you can also opt for a fruity drink with a punch like watermelon-tequila cocktail, mojito, mango-peach sangria, or a choice of chilled champagne from the Hamptons’ famed selection.
Apart from the summer drinks, many Hamptons restaurants gear up for the summer by creating new dishes featuring their local produce like fresh seafood including lobsters, scallops, shrimps, oysters, and several types of fish. Apart from seafoods, grilled meats and salads are also in some local restaurants’ menu. Whether you crave for pork, chicken or lamb, many Hamptons restaurants offer grilled meats served with fresh vegetables like celery, peppers, zucchini and spring onions.
If you are on a strict diet and want to fit in your bikini, light and healthy options are also available in some restaurants. Several restaurants serve salad dishes that are both fresh and low-fat like cucumber and fennel salad, chicken garden salad, summer fruit salad with quinoa and vegetable salad. There are also many light pasta dishes made by mixing it with the freshest locally grown vegetables and seafood including lobster capellini, pasta pomodori, butternut squash ravioli, among others.
But, a little dessert probably won’t hurt anybody. Give in to your guilty pleasures with a wide variety of desserts made with in-season fruits like watermelon, peaches, cherries, and blueberries.
Enjoy these mouth-watering dishes and thirst-quenching drinks in an al fresco setting that is common to some of the Hamptons restaurants. Taking advantage of the natural landscape of the location, these restaurants offer dining in the backyard with the beautiful garden and sea in the background.
Whether you are visiting the Hamptons with your partner, friends or family, do not forget to check out the Hamptons restaurants to experience the true taste of summer.
Tuesday, April 21, 2015
Rising Number of Hedge Funds Shift to Family Offices
The hedge fund population is getting thinner as more and more firms convert to family offices, according to news site and peer group network COOConnect. “Hedge funds are increasingly contemplating launching family office structures and we have seen north of 100 different funds converting to family offices,” said hedge fund sales director Keith Gertsen.
“The primary reason for this is the cost of regulation and maintaining operational overheads. Total spend by hedge funds on operational and back office functionalities is very high, and consumes a significant chunk of Assets under Management (AuM),” he added.
Considered as further catalysts for the institutionalization of the hedge fund sector, are the constantly demanding regulatory changes that cause higher operational costs and management fees. “The Citi Hedge Fund Expenses Benchmark Survey published in early 2014 found the average manager required at least $310 million for their two per-cent management fee to pay for their regulatory and operational expenditures,” COOConnect added.
The impact of these overwhelming fees to the hedge fund industry came like a nuclear bomb last yearas the number of new hedge fund manager start-ups fell by 40 per cent compared to 2013 – the lowest record since 2003.
Some of the regulations that increase barriers to entry, due to the financial demand that they impose,include Alternative Investment Fund Managers Directive (AIFMD), the Foreign Account Tax Compliance Act (FATCA), the Dodd-Frank Act in the US and the European Market Infrastructure Regulation (EMIR).
Of these regulations, KPMG’s case study “The Cost of Compliance” shows that AIFMD has the highest cost of compliance (with about 46 per cent of all respondents voting for it), followed by SEC registration and reporting and FATCA.
Results of the study further imply that the hedge fund industry is allocating at least USD3 billion on regulatory compliance alone, including technology, headcount and third-party vendors.
Explaining the negative impact of these rising costs to new players, a fund manager from Asia shared that, “The entire nature of the alternative investment industry – particularly the hedge fund industry – is one of innovation and finding new ways to achieve alpha. There’s no doubt that regulation is constricting this and making it harder for new players to enter the market.”
Meanwhile, hedge fund managers that have made it to the game but struggling to survive find salvation in shifting to family offices. Aside from lower operating costs, Hannah Shaw Grove, a family office expert and board member of the Hedge Fund Association., shared that one of the main reasons why even successful hedge funds switch to that industry is because family offices are not as constrained by investment objectives as a pure-play asset manager.
“Other family priorities such as tax efficiency, philanthropy and asset protection can be considered and more fully accommodated in the investment process than they might be otherwise,” she added.
“The primary reason for this is the cost of regulation and maintaining operational overheads. Total spend by hedge funds on operational and back office functionalities is very high, and consumes a significant chunk of Assets under Management (AuM),” he added.
Considered as further catalysts for the institutionalization of the hedge fund sector, are the constantly demanding regulatory changes that cause higher operational costs and management fees. “The Citi Hedge Fund Expenses Benchmark Survey published in early 2014 found the average manager required at least $310 million for their two per-cent management fee to pay for their regulatory and operational expenditures,” COOConnect added.
The impact of these overwhelming fees to the hedge fund industry came like a nuclear bomb last yearas the number of new hedge fund manager start-ups fell by 40 per cent compared to 2013 – the lowest record since 2003.
Some of the regulations that increase barriers to entry, due to the financial demand that they impose,include Alternative Investment Fund Managers Directive (AIFMD), the Foreign Account Tax Compliance Act (FATCA), the Dodd-Frank Act in the US and the European Market Infrastructure Regulation (EMIR).
Of these regulations, KPMG’s case study “The Cost of Compliance” shows that AIFMD has the highest cost of compliance (with about 46 per cent of all respondents voting for it), followed by SEC registration and reporting and FATCA.
Results of the study further imply that the hedge fund industry is allocating at least USD3 billion on regulatory compliance alone, including technology, headcount and third-party vendors.
Explaining the negative impact of these rising costs to new players, a fund manager from Asia shared that, “The entire nature of the alternative investment industry – particularly the hedge fund industry – is one of innovation and finding new ways to achieve alpha. There’s no doubt that regulation is constricting this and making it harder for new players to enter the market.”
Meanwhile, hedge fund managers that have made it to the game but struggling to survive find salvation in shifting to family offices. Aside from lower operating costs, Hannah Shaw Grove, a family office expert and board member of the Hedge Fund Association., shared that one of the main reasons why even successful hedge funds switch to that industry is because family offices are not as constrained by investment objectives as a pure-play asset manager.
“Other family priorities such as tax efficiency, philanthropy and asset protection can be considered and more fully accommodated in the investment process than they might be otherwise,” she added.
Wednesday, April 1, 2015
Brand Development 101: Employees as Brand Ambassadors
Many companies pour tens of thousands of dollars to get the hottest celebrities as their endorsers. The fact is, they often forget that in brand development efforts, the best possible ambassadors of their brand are already right under their nose.
Here are ways to turn your employees into the best ambassadors your brand could ever have:
Educate them about your brand and marketing goals. Aside from the general orientation about the company’s mission-vision during the on-boarding process, educate your employees about your marketing goals and strategies. Discuss to them your key messages and communication platforms. This way, they will appreciate the value of sharing the posts on the company Facebook page, or adhering to the branding guidelines.
Always give them free samples of what your company produces. Wouldn’t it be a pity if someone goes to a chocolate shop, asks the attendant for recommendation, but the latter cannot give satisfactory answers because he has not tasted any of the items he is selling? Aside from giving them another reason to stay and continue to work for you company, offering your employees a sample of your products allows them to vouch for their quality, and in a sincere way, too. They can also serve as a good source of feedback, and they will respond honestly because it will be in their best interest if it becomes a hit.
Give them branded materials that they can use everyday.Giving your employees shirts, mugs, pens, and other whatnot, branded materials or items that bear your company logo is a great way to turn them into walking advertisements of your brand. And especially if the items are well-designed and have good quality, they are seen as a reflection of the company, and can even inspire thrilling conversations. Each employee should also be provided with a set of business cards that they can hand to new acquaintances. You’ll never know how many people they meet on a daily basis outside of work, and these can belong to either your target market or your future industry partners!
Compensate them well, and treat them well. When employees are happily working for your company, you can expect them not only to deliver great output, but to always have good words for your brand. How to keep them happy? Pay them well, and observe exemplary labor practices. Reward them for getting things done above expectations, and create a fun and respectful environment where they feel that their voice matters.
Learn more about brand development by partnering with marketing experts today.
Here are ways to turn your employees into the best ambassadors your brand could ever have:
Educate them about your brand and marketing goals. Aside from the general orientation about the company’s mission-vision during the on-boarding process, educate your employees about your marketing goals and strategies. Discuss to them your key messages and communication platforms. This way, they will appreciate the value of sharing the posts on the company Facebook page, or adhering to the branding guidelines.
Always give them free samples of what your company produces. Wouldn’t it be a pity if someone goes to a chocolate shop, asks the attendant for recommendation, but the latter cannot give satisfactory answers because he has not tasted any of the items he is selling? Aside from giving them another reason to stay and continue to work for you company, offering your employees a sample of your products allows them to vouch for their quality, and in a sincere way, too. They can also serve as a good source of feedback, and they will respond honestly because it will be in their best interest if it becomes a hit.
Give them branded materials that they can use everyday.Giving your employees shirts, mugs, pens, and other whatnot, branded materials or items that bear your company logo is a great way to turn them into walking advertisements of your brand. And especially if the items are well-designed and have good quality, they are seen as a reflection of the company, and can even inspire thrilling conversations. Each employee should also be provided with a set of business cards that they can hand to new acquaintances. You’ll never know how many people they meet on a daily basis outside of work, and these can belong to either your target market or your future industry partners!
Compensate them well, and treat them well. When employees are happily working for your company, you can expect them not only to deliver great output, but to always have good words for your brand. How to keep them happy? Pay them well, and observe exemplary labor practices. Reward them for getting things done above expectations, and create a fun and respectful environment where they feel that their voice matters.
Learn more about brand development by partnering with marketing experts today.
Wednesday, February 25, 2015
Tax Considerations for Hedge Funds
The industry of hedge funds has seen tremendous growth in the last five years. In 2010, Hedge Fund Research, Inc. reported that 1,000 new hedge funds have entered the market, and nearly the same numbers are launched every year after.
Emerging hedge funds often struggle with finding a balance between establishing a performance track record and building an efficient operational framework. Performance always comes first, but no matter how impressive returns are, inefficient operations cannot sustain growth and will turn away many potential investors.
Structure
Hedge fund managers must consider early on how to structure their company because this will determine which tax laws affect them. Choosing between a transparent partnership and a corporate structure will depend on investor needs, trading jurisdictions, and the physical location of hedge fund principals.
Ample time should be devoted to reviewing structural options. The needs of investors, as well as the fund’s strategy for growth should be weighed when deciding between appropriate legal structures.
Tax due diligence
In the early years of the hedge fund industry, showing performance records and creating a strong sales pitch may have been enough to persuade investors. Nowadays, investors are very are particular about the details of a fund’s operation and taxation systems.
Many institutional investors prepare due diligence questionnaires. Fund managers must be prepared to answer queries related to exposure management, tax allocation methods, tax estimates, and other tax related concerns.
Carried interest
Carried interest is the allocated profit received by a hedge fund’s general partner for managing the investment partnership. As the government is always looking for tax offsets and striving for regulation of hedge fund practices, the taxation of carried interest should always be a consideration for hedge fund managers.
Managing separate accounts
Some investors may be interested in a particular strategy but hesitant to invest in an emerging hedge fund. Managers assuage their fears by establishing a separate account where they have trading control but limited access to the investor’s assets. Fund managers must be aware of the tax implications of such practice before implementing it.
Data reporting
The government has been setting stricter reporting regulations for hedge funds. Investors have also started demanding reporting systems that will inform them about compliance, risk management, and consistency of investment strategy.
These tax considerations must be dealt with in the early stages of a hedge fund’s investment cycle if frameworks are to be set for maximum growth.
Emerging hedge funds often struggle with finding a balance between establishing a performance track record and building an efficient operational framework. Performance always comes first, but no matter how impressive returns are, inefficient operations cannot sustain growth and will turn away many potential investors.
Structure
Hedge fund managers must consider early on how to structure their company because this will determine which tax laws affect them. Choosing between a transparent partnership and a corporate structure will depend on investor needs, trading jurisdictions, and the physical location of hedge fund principals.
Ample time should be devoted to reviewing structural options. The needs of investors, as well as the fund’s strategy for growth should be weighed when deciding between appropriate legal structures.
Tax due diligence
In the early years of the hedge fund industry, showing performance records and creating a strong sales pitch may have been enough to persuade investors. Nowadays, investors are very are particular about the details of a fund’s operation and taxation systems.
Many institutional investors prepare due diligence questionnaires. Fund managers must be prepared to answer queries related to exposure management, tax allocation methods, tax estimates, and other tax related concerns.
Carried interest
Carried interest is the allocated profit received by a hedge fund’s general partner for managing the investment partnership. As the government is always looking for tax offsets and striving for regulation of hedge fund practices, the taxation of carried interest should always be a consideration for hedge fund managers.
Managing separate accounts
Some investors may be interested in a particular strategy but hesitant to invest in an emerging hedge fund. Managers assuage their fears by establishing a separate account where they have trading control but limited access to the investor’s assets. Fund managers must be aware of the tax implications of such practice before implementing it.
Data reporting
The government has been setting stricter reporting regulations for hedge funds. Investors have also started demanding reporting systems that will inform them about compliance, risk management, and consistency of investment strategy.
These tax considerations must be dealt with in the early stages of a hedge fund’s investment cycle if frameworks are to be set for maximum growth.
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