вторник, 16 декабря 2014 г.

The Top 10 Franchises of 2015


These 10 stars of Entrepreneur's 2015 Franchise 500 list are leading the pack when it comes to growth and success.


The results of Entrepreneur's 36th annual Franchise 500 reveal that franchises of all stripes are continuing to rapidly expand, with these top 10 franchises leading the pack. Here, we highlight their strategies for success and goals for the upcoming year. 

1. Hampton Hotels


Culture may not be the first thing you consider when choosing a hotel. But at Hampton Hotels, a culture of hospitality, aka “Hamptonality,” is an invaluable commodity, and it’s the reason the company tops the Franchise 500® for the fourth time in five years. It’s a system-wide attitude toward providing friendly service and, on a more basic level, conveniences like rooms with plenty of outlets, a “clean and fresh bed” guarantee and a no-questions-asked money-back policy. 
The real coup for Hampton has been learning that its culture can translate internationally. In the past year, the brand has opened properties in London, Poland and Russia, raising its unit count to almost 2,000 hotels in 16 countries. On the horizon: China, where Hampton plans to open 400 hotels in the next several years.

2. Anytime Fitness


Just because Anytime Fitness slipped from first to second place in this year’s Franchise 500® doesn’t mean the 24-hour club chain has lost any of its mojo. In fact, 2014 was one of its most stellar years yet: Anytime signed up its 2 millionth member in January, before going on to open nearly 350 new gyms—the seventh year in a row it has topped the 300-unit mark. 
The expansion brings the company to almost 3,000 locations in all 50 states and in 20 countries, including, for the first time, Singapore, Malaysia, Hong Kong and the
Philippines. The boom will continue this year: Anytime estimates it will open another 350 units, pushing the fitness franchise—which had record revenue in 2014 of $900 million—into the  billion-dollar club.

3. Subway


On its website, Subway has a ticker that lists the number of units it has open. At press time, that figure was 42,920 restaurants in 107 countries. What’s more, the company says there’s still room for another 8,000 in the U.S. (on top of the nearly 27,000 currently open). If it seems like there aren’t enough available strip malls or street corners left for that, you may be right: Subway’s growth is chiefly in international markets and nontraditional spaces. The company has more than 1,900 units in Walmart stores and put its emphasis in 2014 on moving into hospitals (about 300 across the globe so far). 
But Subway is not trying to dominate the franchise world by sheer unit numbers alone; it’s also going after consumers with all-day options. New breakfast items were rolled out a few years ago, and the Flatizza, a small flatbread pizza, represents Subway’s entry into the fast-growing snack category. While the company’s $5 Footlong
has become an iconic promotion, it’s hoping its new Simple $6 Menu—featuring a choice of six 6-inch subs, plus chips and a drink—will become a fast-food staple in 2015.

4. Jack in the Box


In 2005, only 25 percent of Jack in the Box outlets were franchises. Today? About 80 percent of the San Diego-based chain’s 2,250 units are owned by franchisees. That’s due to new leadership and expansion from the company’s core area in the Western U.S. to 21 states. The popularity of the 630-plus-unit Qdoba Mexican Grill subsidiary is also putting some wind in the 63-year-old company’s sails. 
While other quick-service brands fight over who puts more bacon on their burgers or what kind of walnuts are on the salads, Jack in the Box has always offered something different, with a menu that ranges from tacos to egg rolls. And in 2014, it continued to innovate, launching new breakfast burritos and “croissant donuts.”

5. Supercuts


In 2012 Supercuts, one of Minneapolis-based Regis Corp.’s value-oriented hair salons, brought in a new president and CEO with a renewed focus on growing the brand. The results couldn’t have been better: In the last fiscal year Supercuts added 144 new franchisees and opened 124 stores across the U.S., bringing its total to more than 2,500.
Kurt Landwehr, vice president of franchise development, notes that most of the new franchisees don’t have salon backgrounds but are professionals in the corporate world who were attracted to Supercuts because of its strong fundamentals. And since most of these businesspeople are interested in developing multiple units, according to Landwehr, the company’s phenomenal growth is expected to continue. 
“As the economy recovers, there’s money out there for good deals with franchisees who have a strong track record,” he says. “We’re a dynamic company that just needed to be branded properly.”

6. Jimmy John’s Gourmet Sandwiches


It’s pretty much standard operating procedure to tout one’s brand as the best thing out there. But Jimmy John’s readily admits that its sandwiches, while pretty good, are probably not the world’s greatest. What’s more, the company doesn’t run special promotions and rarely, if ever, changes its menu. What makes Jimmy John’s special, the company likes to say, is “freaky fast” service: Its 8-inch sandwiches are made to order in just seconds. 
The 2,100-unit Champaign, Ill.-based company, in the top 10 of the Franchise 500® for the second year, is poised for growth. Even with its 300 new units in 2014 and 300 more slated for this year, Jimmy John’s claims it’s significantly underserving its customer base and still has room to expand—mainly in big cities like Boston and Los Angeles, which got their first locations in recent months. 
But most impressive is that 80 percent of the company’s growth is coming from existing franchisees who continue to invest. “When we do our part and the franchisee does their part, and the numbers work, there is no story,” explains a spokesperson. “There are no gimmicks. This box just works.”

7. Servpro


Gallatin, Tenn.-based Servpro has been cleaning up after personal and natural disasters for more than 46 years. You’d think that after all that time the nearly 1,700-unit franchise would be on autopilot. But that’s not the case. 
In the past year the company released new tools to franchisees: DryBook, software that lets technicians follow industry-standard drying techniques and log their work in order to improve results and restore property faster, and the Here to Help Connection, a website that collects real-time data from DryBook to let homeowners know the projected time for their restoration. Servpro also rolled out a new drying chamber—which franchisees can use to restore damaged documents, photographs and medical files—with a vacuum freeze-drying system that vaporizes water, a technique endorsed by the Library of Congress.

8. Denny’s


Denny’s has worked hard to inject fun into its brand. In addition to its “Hobbit”
menu (introduced in 2012), it has created an animated web series featuring the adventures of Egg, Pancake, Bacon and Sausage, aka “The Grand Slams.” At a new upscale location in New York’s Financial District, the first in Manhattan, it offered the $300 Grand Cru Slam: Grand Slam breakfast for two served with a bottle of Dom Pérignon. And Denny’s has partnered with Atari on a “remixed” menu, launching breakfast versions of classic video games, including “Hashteroids,” “Centipup” and “Take-Out.” 
But even amid its lighthearted promotions, Denny’s is serious about business. In the past year, it added roughly 40 units, increasing its count to about 1,710. It also began renovating its highest-volume company-owned restaurant, in Las Vegas, and announced a deal that will bring 30 Denny’s to nine Middle Eastern countries over the next decade.

9. Pizza Hut

Amid all the fast-casual pizza chains that have entered the franchise world in the past few years, Pizza Hut, owned by Yum Brands, is still the largest player by far, commanding more than 15 percent of the U.S. pizza market. It also claims that its WingStreet sub-brand is the largest Buffalo-wings delivery company in the U.S.  
Last year, Pizza Hut focused on utilizing a small-footprint delivery/carryout model, which led to approximately 100 new U.S. units and 300 new international units. 
In November the company launched a redesign, with a new logo and uniforms and an entirely new menu, one meant to show up the build-your-own pizza concepts. Updates include ingredients like banana peppers, spinach and meatballs; 10 new crusts, including toasted Asiago; six new sauces; and four drizzles for the top, including honey sriracha. Pizza Hut also launched a line of Skinny Slices, each under 250 calories.

10. 7-Eleven


It’s amazing that with more than 54,500 stores operating worldwide, there’s still room for new 7-Elevens. In 2014, 330 units opened their doors in the U.S. and Canada, and a similar number will open this year.  
Clearly 7-Eleven’s strategy to go beyond the typical convenience store (which it has fostered for the last half-decade) is paying off. Its huge range of inexpensive yet high-quality private-label products—from beer and wine to nuts and batteries—has been a hit with consumers. But what’s really driving growth is a focus on feeding the public, not just with Slurpees and chips but with an ever-growing selection of hot foods, including more healthful options. Some locations are offering wraps, salads and juices developed by P90X fitness guru Tony Horton, as well as items like egg-white sandwiches.

by Jason Daley

Jason Daley lives and writes in Madison, Wisconsin. His work regularly appears in Popular ScienceOutside and other magazines.


воскресенье, 14 декабря 2014 г.

Marketing Operations Defined for Wikipedia, Part II




The 2014 Marketing Performance Management Study conducted by VisionEdge Marketing/ITSMA found that the role of Marketing Operations now includes the following:

  • Analytics and predictive modeling
  • Budgeting and planning; financial governance and reporting
  • Campaign analysis and reporting
  • Customer, market, competitive intelligence, research, and insights
  • Data management
  • Organization benchmarking & assessments
  • Performance measurement and reporting
  • Project management
  • Strategic planning
  • Talent and skills development
  • Technology & automation & pipeline management
  • Workflow process development and documentation

   Technology can help marketers manage assets, generate demand, and measure results. For many organizations, MO is responsible for evaluating, maintaining, and using the various marketing technology components whether stand-alone single point solutions or integrated together.  The marketing technology landscape can be confusing, and the acronym alphabet soup used to describe these technologies only adds to the conundrum: DAM/MAM (digital asset or marketing asset management), MOM (marketing operations management), MAP (marketing automation platforms), and MRM (marketing resource management).  Marketing technology ties together metrics, customer touch-points, and stages of the customer lifecycle in order to optimize its performance and agility in creating growth.  Marketing technology platforms can be organized into four broad categories:

  1. 1.  Market and Customer Intelligence and Insights for using data and analytics to identify customer and market opportunities. These technologies support automating intelligence gathering, such as social media monitoring/monitoring and business intelligence tools.  The purpose of these tools is to turn market and customer data into actionable insights.

  2.  2.  Customer Interaction and Engagement for acquiring and keeping customers. These technologies facilitate creating and monitoring customer interaction and support the customer-buying journey.  This is where many organizations have made most of their current and rather extensive technology investments. Most marketing/email campaign automation, customer relationship management, contact management, demand generation and lead management, and sales force automation tools fall into this category.

  3.  3.  Project/Workflow/Operations Management for managing the work of marketing.  These technologies enable marketing to manage projects and produce work by enhancing marketing efficiency and productivity. Marketing resource management, digital/marketing asset management, content management and curation, and project management are examples of technologies that fit into this group.

  4. 4. Performance Management for improving and proving the value of marketing. These technologies help monitor, measure and communicate marketing’s value, impact, performance, and contribution to the organization. Technologies that illustrate this category include marketing analytics tools, marketing reporting and dashboard tools, marketing models, alignment and accountability tools.

Best-in-class marketers can be characterized as value creators because their primary focus is on using data to make market, customer, and product/service decisions that create value for customers and shareholders.  As a result, MO organizations are actively recruiting and developing people with the following skills, in priority order, in order to create greater value:

  • Customer, market, competitive intelligence, research, and insights
  • Analytics and predictive modeling
  • Data management
  • Campaign analysis and reporting
  • Budgeting and planning; financial governance and reporting
  • Organization benchmarking & assessments
- See more at: http://mopartners.com/marketing-operations-defined-for-wikipedia-part-ii/#sthash.1MUgfM9b.dpuf

Marketing Operations Defined for Wikipedia, Part I




The marketing operations (MO) function has emerged due to the need for a more transparent, efficient, and accountable view of marketing. Its growth was initially driven by the proliferation of marketing technology and increased pressure from the C-suite to prove the value of marketing and contribute to the bottom-line. The purpose of marketing operations is to increase marketing efficiency and organizational agility. Agile marketing organizations are able to adapt their marketing efforts, quickly and successfully, in response to changing customer behavior, market conditions and business direction to the benefit of improved market share or customer value.

The scope of responsibilities varies across Marketing Operations teams and so, therefore, does the definition. Typically, Marketing Operations is the function responsible for marketing performance measurement, strategic planning guidance and execution, budgeting, process development, professional development, and marketing systems and data. More and more, this role is responsible for affecting change in the marketing organization. This work typically connects closely to, or includes, demand generation, involves the alignment of Marketing with Sales, Business Units, IT and Finance. MO professionals' career paths sometimes originate in Finance, IT, Sales Operations and other analytical or process-oriented roles. The MO function enables the marketing organization to reduce marketing as a cost center and increasingly operate more like a business, with formalized best practices, processes, infrastructure, and reporting.

This injection of left-brain thinking into the typically right-brained-heavy Marketing function, has led to the need of Marketers to expand their skill set to include technical and analytical skills in addition to the traditional marketing skills; intelligence to the designs
The rise of the MO function was first observed by analyst firm IDC in its annual Tech Marketing Benchmarks study early in 2005, with industry guidance in the form of a detailed analysis and framework for the staffing requirements and responsibilities for this role’s contribution to the marketing organization. The 2006 IDC CMO Technology Benchmark Study found that the headcount allocated to MO was about 2.5%. This was the first time MO was specified as a stand-alone function in the IDC studies. By the end of the 2011, the allocation of marketing operations staff had more than doubled to 5.3%.

In 2007, the Marketing Performance Management Study by VisionEdge Marketing found that companies were adding MO to the marketing function to help ensure systems, processes, and tools were in place to support marketing performance measurement and management. Also in 2007, the Journey to Marketing Operations Maturity study by Marketing Operations Partners published an MO framework with marketing strategy and guidance supported by ecosystem alignment, leading to marketing processes and metrics supported by technology and infrastructure management. By 2009, other marketing studies began to incorporate questions about MO. The 2009 Lenskold Group/MarketSphere Marketing ROI and Measurement Study found that companies with MO in place were twice (11% vs 5%) as likely to report having highly effective and efficient marketing.

The role of MO is expanding, especially within marketing organizations serving as value creators and agents of change. Within these organizations, MO is moving beyond campaign automation and financial governance to facilitate accountability, alignment, and agility. Some CMOs treat the MO leader as a Chief of Staff. As such, they are often charged with handling communication to the organization and overseeing the training and development of the marketing professionals.

While it is the responsibility of every marketing professional to engage in performance management, MO brings all of the components together to systematically optimize performance.


- See more at: https://bit.ly/3jrQXYL

пятница, 12 декабря 2014 г.

Performance Management – Making It Work




How many organisations in today's environment have implemented elaborate performance management systems with the best intentions in the world, only to have them slip into mindless bureaucratic exercises. How many HR Executives can hold their hands up and be able to tangibly quantify the impact of such systems in:
  • Improving behaviour and hence performance;
  • Identifying developmental needs;
  • Rewarding achievement and positive behaviour;
  • Retaining talent;
  • Identifying and acting against poor performance.
In many organisations today, Performance Management Systems have tended to become more of a bureaucratic exercise, driven by HR departments that are desperate to get personnel files up to date before the next quality audit. Operational managers, overworked as it is, don't have the time to mentor their employees, let alone have much needed discussions about performance and career progression that is critical if organisations are going maximise their return on their Human Capital investment.
Why Do They Fail?
In our experience, it would appear that many of these failures are as a result of a number of factors, not least of which is:
  • Paperwork is over elaborate and complex, and is often not understood by either employee or manager;
  • Paperwork is tedious and takes time to complete and so the process gets procrastinated;
  • Many managers are uncomfortable with the "softer" side of management and sub-consciously avoid one on one interactions that may result in either conflict or praise;
  • Performance Reviews are too far apart, and the link between the performance itself and the review is lost rendering the discussion ineffective or meaningless;
  • There are few, if any, action plans that emerge out of the system that provide for corrective action, training, career development plans or even rewards.
Whether or not Performance Management is taken seriously is a cultural issue. Corporate culture embeds itself into an organisation and is difficult to change. It impacts on almost every activity, process and outcome. If Performance Management is not being taken seriously or doesn't exist at all, the change process is going to more difficult than the re-design.
Key Principles
There are however some principles that can be followed that will make the take up of the process smoother. Let's briefly look at these:
1. Keep It Simple.
What do I need to do, and to what level or standard? This is the basic information that an employee needs to know to ensure his focus for the period in question. A set of 10 Key Performance Indicators is probably the maximum that an average Performance Agreement should contain.
2. Keep It Behavioural.
Performance, good or bad, is always a symptom of conditioned behaviour. By defining the behaviours necessary for positive individual and organisational growth, and measuring these on a 3600 basis, the organisation has a strong chance of building a strong performance oriented culture.
3. Keep It Frequent.
Yearly performance reviews are far too infrequent, as are half yearly reviews. If the system is simple to measure, monthly is ideal, quarterly at the outside.
4. Keep It Short. 
The more frequent the review the quicker they can be. Half an hour per review should be manageable if the employee and manager are engaging frequently. Thus the review becomes a confirmation of what has already been discussed.
5. Keep It Automated.
Automated performance management systems are relatively inexpensive and there are many that are available that allow for ease of completion, measurement and storage, thereby alleviating the managers and staff from the concomitant buraucracy.
6. Keep It with the Appraisee.
Pushing accountability down is a key to superior performance. By making employees responsible for their own reviews ensures that it gets done. An effective performance review should have as its first step a self-appraisal by the employee. This should be followed by a counter review by the manager and completed with a brief discussion between both. Not only does this take the onus away from operational managers to drive the process, it also sensitises staff early in their careers that performance management is very much part of the culture of the company.
Building a Performance Management Culture
Having set the principles, how do we set about establishing a Performance Management culture, one that becomes part of the DNA of the organisation. In order to do this lets digress for a minute and understand what we mean by a Performance Management culture. The best way to evaluate our culture is to look at some of the habits that exist in the organisation that we do but don't think about. For example:
  • Do meetings start religiously at the times specified with all attendees present, or do they frequently start 10 to 15 minutes late with little, if any, consequence?
  • How are deadlines treated? Are they frequently missed with no recourse or are they sacrosanct?
  • Who has access to whom? Can anyone walk into anyone's office regardless of position and reporting lines or is there a defined but unwritten etiquette regarding who talks to whom?
  • What is the "un-stated" dress code? How loosely is the stated dress code interpreted? If ties are mandatory, are they worn neatly and tight around the neck or is a loosely worn accepted as "the way we do things around here".
  • In organisations that have a strong Performance Management culture,
  • Performance Reviews are completed on time and without question;
  • Performance discussions are pertinent to staff growth and productive;
  • Staff actively manage their own career growth and development;
  • Managers do not shy away from hard discussions;
  • Day to day engagement between managers and staff is the norm;
  • There is a strong focus on behaviours as well as KPI's.
The indications are there, that if performance management systems are going to take root, management needs to commit to making a cultural change throughout the organisation. All management and staff must be able to embrace this as part of their day to day behaviour. Behaviour in turn requires individual awareness, commitment and measurement. This implies that management must believe in the process, embrace it, and have the patience and resilience to push through its implementation until it takes on a life of its own. Such a process has set of specific phases through which there are no shortcuts.
Phase 1: Awareness
There is nothing more liberating than for a management team to be able to self-reflect on their behaviour as individuals and culture as an organisation. If they are aware of what self-limiting beliefs are holding them back, they are free to begin the process of performance change. It is at this point they ask critical questions about their current performance levels, the impact of their behaviours and what commitments they are prepared to make to change. This process needs to start at top management, and is conducted in the form of a series of workshops in which honest conversations are held.
Phase 2: Visioning
Having appreciated where they are, they now need to decide where they see themselves. By now management should have matured to the point of being able to hold mature discussions about what the future looks like, do they have a value proposition that guides the organisation, and what behaviours will support this. It is only then that a working Performance Management System can be designed.
Phase 3: Buy-In
Once solidified at management level, the most critical part of the process begins. Change consultants love to use colourful and high impact launch parties and road shows to get staff's attention. This is not enough to gain credibility or change behaviour. Staff will quickly see through the smoke and mirrors and return to normal behaviour mode when back in the workplace. The most credible form of successful change initiation is for managers to engage staff within their work environment, either one on one or in small groups. This will need to be followed up by action, but staff need to see that there immediate superior is supportive of the process. Part of the buy-in process is to ensure that staff are able to dialogue and understand both the KPI's and behaviours that need to measured and why. This can't happen in a large forum, no matter how many special effects are used.
Phase 4: Implementation
Implementation implies one-on-one sessions from top to bottom to agree Performance Contracts. It implies stretch but achievable targets are set and agreed by both manager and staff member. It implies that Performance Reviews are conducted at the agreed intervals and are not late. It implies that these reviews are taken seriously and not paid lip service to. It also implies that the consequences of performance, good and bad, must be realised and must be consistent. When staff see that the new, much talked about, process is being implemented and adhered to, the process has a much greater chance of taking traction later on.
There will be natural resistance. Culture has an automatic push back mechanism to new processes, much like a body may reject a new organ part. But like that new organ, once the process becomes a natural and essential part of the life of the organisation, it will gradually become part of the culture that sought to reject it initially.
Phase 5: Reinforcement
Like any new process, a good Performance Management System requires frequent review itself. Some managers will embrace the process more than others. Some staff will be more resistant than others.
There may even be some fallout as long standing employees leave, or threaten to leave, as their performance, for so long hidden behind their lack of accountability, is finally in the spotlight.
It is important that management shows resilience in the process, and rather take whatever corrective steps are necessary, than can the process completely, or worse still, allow it to slip back into the meaningless bureaucratic quagmire that it was rescued from.
Conclusion
Like nay new process or system, Performance Management Systems have as much to do with cultural acceptance as they do with adhering to sound principles. Introducing a new Performance Management system, or revamping an existing one, requires patience and commitment from all levels in the organisation, but particularly from leadership and management.
The Author
Bernard Koch is a Management Consultant, Motivational Facilitator and Executive Coach with a specific emphasis on Culture Transformation and Sustainable Behaviour Change at both an individual and team level. He has developed his thinking, processes and methodology over 25 years in business. He has operated at Managing Director level, as the Senior Manager of a large well known Managing Consulting Firm, and more recently as a Shareholder and Director in charge of shared services for a large Civil Engineering Consulting firm. Bernard's approach is based on two truisms: that culture drives performance, and that leadership influences culture.
Bernard is currently the Executive responsible for Human Capital Solutions at LabourNet.

понедельник, 8 декабря 2014 г.

The Ultimate List of Content Creation Tools for 2014

Tara Urso Social Media and Content Strategist, insight180


A large part of creating a great blog and engaging social media posts is having great content. If your company is creating useful, relevant content that your audience wants to see, share and interact with, you’ll grow your audience, see more engagement and establish yourself as thought leaders in your field. Not to mention all the SEO benefits. Some of the best ways to create content are through images, videos, screencasts and webinars. If you don’t have design skills, you might have been using MS Paint, Word or PowerPoint to create anything visual. Please, close Paint and take a look at our list of the best tools for content creation for 2014.
Graphic Creation
Canva: Let me tell you a secret. Although I have graphic design skills, I didn’t use a fancy program to create the image above. I used Canva. While I do use photoshop and illustrator to create graphics, sometimes I need a quick yet tasteful image. This handy, web-based, drag-and-drop tool allows you to set dimensions, add various backgrounds, change colors, add icons, banners and more. I love Canva because I don’t own nearly enough usable vector images like banners, arrows and speech bubbles. Canva has you covered. Resize and change the colors, add text, download. It’s really that easy. Watch this video to learn more.

Adobe Products: If you already have or are willing to pay for Adobe products like Photoshop, Illustrator and Indesign, you’re probably accustomed to these products already or are on your way to learning them. These programs aren’t exactly easy to master and will take a lot of time. If you’re not planning on being a designer or regularly using these programs, it may not be worth the investment.
Pixlr or Pixelmator: These photoshop alternatives do not have all the features that Photoshop does, but they may be enough to meet your photo editing needs.
Vector Images: If you do use Adobe Products, a great place to find cheap but highly useful vector images is VectorStock. VectorStock has just about any type of icons and images you may need for creating great content.
Create Infographics
With our short attention spans, infographics are becoming a great way to convey data and information. This content creation tactic will get your company more attention than that boring white paper.
infogr.am: Easily edit pre-made templates. Fill in your own data, and you’re done. Free to share your created infographic but $18 per month to download.
Easel.ly: Like Canva but specifically for infographics. A drag and drop editor with many backgrounds, shapes, icons and more. You can watch a review of easel.ly here.
PowerPoint?: Some may cringe at the suggestion but you can really make some cool infographics using PowerPoint! Hubspot offers some infographic PowerPoint templates available to download here.
Find even more infographic creation tools here.
Create Collages
BeFunky Collage Maker: Looking for a way to change up your photo posts? While I could create collages in Photoshop, this collage maker is so quick I can’t help but use it. Just upload your images, pick a layout, adjust the spacing and download!
PicMonkey: Another great place to create collages, as well as edit photos and do quick touch ups, is PicMonkey.
Free Hi-Res Stock Photos
Finding images for your company blog posts can be frustrating. It’s a bad practice, and illegal, to use image that aren’t free use (e.g. creative commons license) or without permission from the owner. Sometimes you can find gems but many times, creative commons images are low-res or simply low quality photos. You could buy stock images but good ones are probably out of your budget. Because we’re always writing blog posts, we’re constantly on the hunt for free, high quality stock images. Check out this list of places to find stock photos that don’t suck. They’re great for throwing some text, banners or other elements on top. Here are just a few hi-res, free stock images available from sources on the list. Pssst. I made this collage with BeFunky Collage Maker! >>
Free-hi-res-stock-photos
Screencasts
QuicktimeIf you have a Mac, you already have a powerful screen recording tool and that is quicktime. Here’s a tutorial on how to do it!

Screenflow: I’ve seen a lot of online marketers say they use ScreenFlow. I don’t use it but here’s a review.
CamStudio: Free, lightweight and easy to use, CamStudio is a great choice if you have a PC.
Find more screen recording software options here.
Video
imovie: If you have a Mac, imovie comes stock and it’s really easy to use. Your videos show up as thumbnails and you can easily cut, drag and drop clips to create your videos.
PC alternative?: If you have a pc, imovie is not available for you. There are some pc video editing alternative out there like Windows Movie MakerMovavi Video Editor ($79). Find more alternatives here.
PicPlayPost: This cool app allows you to create video collages that play each video separately.

Easy Video Suite: At $394, Easy Video Suite is definitely an investment. This software has some really cool features like requiring a viewer to tweet out your video in order to keep watching. While I haven’t used this product myself, here is an in-depth review so you can decide for yourself.
Instagram and Vine: While these may be thriving social networks, don’t forget that each is a powerful video creation tool.
Wideo: For making videos with animated elements, Wideo is a great tool to use. Like Canva and Easel.ly, Wideo is also a drag and drop editor. Here are some of the types of videos you can create with Wideo. It’s free to create a project with Wideo but it will say “Wideo” in the corner. If you want to download a Wideo, there is a small cost. Compared to paying someone to create an amazing animated video, the price is quite low. Check out their pricing here.
Webinars
GoToWebinar: For live webinars, GoToWebinar is what the pros use. With a $468 per year price tag, you’ll want to have a strategic plan when making that investment.
StealthSeminar: For $70 per month for up to 150 attendees, you can automate your webinars by prerecording them through Stealth Seminar.  As you gain more attendees, you’ll want to upgrade.
Curation
When you want to find content to post that isn’t your own, it may seem hard to know where to start. Here are some sites to give you ideas and inspiration.
Storify: Collect media from twitter, facebook, instagram, arrange as a story, publish and embed. Share it and notify those involved, go viral! That’s the concept behind storify. This is a great tool for newsjacking or for any type of newsworthy discussion happening online.
Research and Newsjacking: To find out what’s trending or worth sharing check Search.Twitter.ComTopsyGoogle Trendsfre.sh.
Have I forgotten something essential? Let me know in the comments below and I’ll add it!