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Here’s How To Ask for the Salary You Want



Here's How To Ask for the Salary You Want

Should you be paid more for what you do?

Over half of content marketers (54%) believe their compensation should be higher, according to CMI’s Content Marketing Career and Salary Outlook 2023 (registration required).

And now’s a good time to ask – the latest CMI B2B research found content marketing’s importance in the business has grown.

Of course, it’s also a tricky time to ask, as businesses face higher prices and external economic pressures. As Tom McMullen, senior client partner at Korn Ferry, has said: “This is the most turbulent compensation environment I’ve seen in my 30-year career.”

So how can you move from thinking you deserve a raise to seeing a bigger number on your paycheck? Do your research, prep your case, and present it effectively.


To get the raise you deserve, research #ContentMarketing salaries, pack your case with results, and practice your pitch, says @AnnGynn via @CMIContent. Click To Tweet

Do external research

To prepare to make your case for a salary increase, find out what others in your industry and similar positions earn. CMI’s salary research found the median salary for U.S.-based content marketers who work for an employer is $82,738.

That number is just a starting point. Dig deeper to understand how experience and role affect compensation, too.

CMI’s salary research found salaries vary based on experience, ranging from $51,190 for those with up to seven years of experience to $96,034 for those with more than 15 years of experience.

CMI divided content marketing roles into three categories – hands-on, manager, and high-level. The median salary for hands-on content marketers is $58,790, while at the executive level, the median wage amounts to $111,851.

For more information on salaries specific to your role, explore job listings on platforms like LinkedIn and Indeed.


Another option is to use the salary tool from the recruiting agency Creative Circle. When you select a job title and location, the tool reveals both the average pay and the desired salary based on what candidates say they want. All the data comes from Creative Circle’s clients and job applicants.

Research role-specific salaries on @LinkedIn, @Indeed, or with a salary tool like the one from @Creative_Circle, says @AnnGynn via @CMIContent. Click To Tweet

Get ready internally

With the external benchmark comparisons in hand, you’re ready to look inward. Evaluate two key things: the general business environment and content marketing’s impact on the business.

If your employer is doing well, asking for a raise makes sense. Salary increases may be possible even if your company has been going through layoffs or shrinking staff sizes. But you’ll need to think critically.

If the company isn’t bringing in enough revenue to pay the bills, forget about asking for a raise. If the company is cutting back for a leaner operation and your role has become more critical, it could be a good time to ask for a salary increase.

Now it’s time to do a self-check.


Dominic Lill is an SEO manager at Trafiki Ecommerce who successfully negotiated salary increases in his previous role as a content editor/marketer. He suggests asking yourself these questions:

  • Have my responsibilities grown?
  • Have I become more productive?
  • What areas of my work could I improve? (Anticipating negatives helps you prepare responses to them.)

With that external, internal, and personal research, you’re almost ready to make the ask. But here’s an idea you should consider long before you want the raise.

Build a bench of supporters

Steve Rose, vice president at Intent, offers a tip to help you prepare your case: “Aggressively cultivate your support base. Having someone else advocate for you can go a long way toward demonstrating your value.”

But don’t wait to develop your advocates until you’re ready to ask for the salary bump. “Build these ties proactively over time,” Steve says. “If they’re comfortable, ask one or two of them to send a statement to your boss about your progress and improvement.”

Another helpful approach is to keep your own bullet list-style document where you paste positive feedback, metrics, and results from your work. Then, when you’re ready to argue for a salary increase (or update your resume), pull the most important and relevant bullets into your formal request.

Prepare for the conversation

Even a well-researched request can feel nerve-wracking. “Most people tremble at approaching their boss about a wage boost,” says Vaibhav Kakkar, CEO of Digital Web Solutions.

Think about how you’ll introduce the topic, then rehearse the conversation.


Vaibhav offers this prompt to get you started: “As you’re aware, I just finished my (X) year with (organization). I am eager to continue working toward the company’s goals in my current position and expand my duties. On that basis, let’s talk about my pay.”

Make a specific request within the realistic possibilities. Otherwise, the employer might offer a raise amount lower than you wanted.

Base your requested amount on your earlier research. Think about the actual percentage increase. If you retain the same responsibilities, a 3% raise is typical. “Anything over 5% is remarkable,” Vaibhav says.

If your duties have expanded or the circumstances have changed (i.e., a job with minimal travel becomes a job with 50% travel), a higher rate of 10 to 20% might be possible, he says.

If you retain the same role and responsibilities but your research points to a wide gap between the average standard industry rate and your compensation, plan for a more extensive conversation. The industry gap likely exists for other roles, too. A significant change in your salary likely would lead your employer to need to address other underpaid positions, too.

Your supervisor is unlikely to approve your request during your initial conversation. They may need to revisit their budget, reflect on what you’ve shared, or have a conversation with their boss.


Set follow-up expectations at the end of the conversation, says Adam Crossling, head of marketing at Zenzero. He suggests some language to use: “Is it OK if I check back with you two weeks from now if I haven’t heard anything?”

Aim for yes, but plan for no

Work for a “yes,” but plan for a “no” or “not now.” That way, if you’re told the company doesn’t have the money, you’ll be ready to propose an alternative solution.

Josh Pelletier, chief marketing officer of BarBend, says: “To move up the ranks, you may ask for something other than a pay raise, such as more training or a chance to participate in special projects.”

As Josh explains, “Mortgages are paid with salary, but careers are built on terms. And those are words to live by if your boss is unable to increase your salary.”

To move up the ranks, ask for something other than a pay raise, says @barbendnews CMO Josh Pelletier via @AnnGynn @CMIContent. Click To Tweet

Salary success story

Content marketer Allison Gagliardi asked for 10% raises at two previous employers. Both times, she got a salary bump.


Allison says she made her case to two employers, both internet marketing agencies, in the annual review process.

With her first employer, she had been a content editor for three years and had received the annual 3% raises most everybody received. Then she made her case and received a 10% increase. She took a similar tactic a few years later as a senior content manager at another agency. In her first-year performance review there, she asked for and received a 10% raise.

How did she make the successful presentations? She wrote a letter outlining her compensation request and listed her accomplishments to date in a bullet format. She signed the letter – with an actual pen – and put it in a two-pocket folder. In the other pocket, she included emails/letters from clients and co-workers singing her praises. “It’s proof they just can’t argue with,” Allison says.

Based on her success, Allison offers a few tips for making your presentation:

  • Ask for a percent increase vs. a dollar figure. Sometimes a percentage request is “easier on the eyes.”
  • Use numbers to impress. Include percentages, hours worked, money saved, people hired, etc.
  • Be ready with a consolation prize. Be prepared with a counteroffer such as, “I’m hearing you can’t meet my request this year. I think adding five paid-time-off days to my account is comparable.”

Be creative about your consolation prize suggestions. Allison offers some suggestions: a bonus on achieving a specific benchmark, permission to bring a pet into the office on certain days, a standing desk, an air card (for Wi-Fi wherever you go), an improved title, a continuing education plan, or even control of the AC unit in your department (yes, for real).

If you don’t get the salary you want? Consider moving on. A recent Pew Research Center study found that people who switched jobs were more likely to get real wage increases (after accounting for inflation) than people who stayed with the same employer. And remember, it’s sometimes easier to negotiate a higher offer than a raise.

Are you ready to make your case for a higher salary? Share your success stories and tips in the comments.



Want more content marketing tips, insights, and examples? Subscribe to workday or weekly emails from CMI.

Cover image by Joseph Kalinowski/Content Marketing Institute

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The Role of Enterprise Mobility Management in Modern Businesses



The Role of Enterprise Mobility Management in Modern Businesses

In today’s fast-paced business environment, Enterprise Mobility Management (EMM) has emerged as a critical facilitator for enhancing operational efficiency and competitiveness. EMM solutions streamline workflows, ensuring that enterprises can adapt to the rapidly changing digital landscape. This blog discusses the indispensable role of EMM in modern businesses, focusing on how it revolutionizes workflows and positions businesses for success.

EMM solutions act as the backbone for securely managing mobile devices, applications, and content that facilitate remote work and on-the-go access to company resources. With a robust EMM platform, businesses can ensure data protection and compliance with regulatory requirements, even in highly dynamic environments. This not only minimizes the risk of data breaches but also reinforces the company’s reputation for reliability and security.

Seamless Integration Across Devices

In today’s digital era, seamless integration across devices is not just a luxury; it’s a necessity for maintaining operational fluency within any organization. Our EMM solutions are designed to ensure that employees have secure and efficient access to the necessary resources, irrespective of the device being used. This cross-platform compatibility significantly enhances productivity by allowing for a unified user experience that supports both the agility and dynamism required in modern business operations. Leveraging cutting-edge technology, our solutions provide a cohesive ecosystem where data flows securely and effortlessly across mobile phones, tablets, and laptops, ensuring that your workforce remains connected and productive, regardless of their physical location. The adoption of our EMM solutions speaks volumes about an organization’s commitment to fostering a technologically forward and secure working environment, echoing its dedication to innovation and excellence.

Enhanced Productivity

EMM facilitates the seamless integration of mobile devices into the corporate environment, enabling employees to access corporate resources from anywhere. This flexibility significantly enhances productivity by allowing tasks to be completed outside of traditional office settings.

Unified Endpoint Management

The incorporation of Unified Endpoint Management (UEM) within EMM solutions ensures that both mobile and fixed devices can be managed from a single console, simplifying IT operations and enhancing security.


Advanced Security Protocols

Where cyber threats loom larger than ever, our EMM solutions incorporate cutting-edge security protocols designed to shield your organization’s data from unauthorized access and breaches. By consistently updating and refining our security measures, we ensure your assets are protected by the most advanced defenses available. This commitment to security not only safeguards your information but also reinforces your company’s reputation as a secure and trustworthy enterprise.

Data Protection

EMM solutions implement robust security measures to protect sensitive corporate data across all mobile devices. This includes encryption, secure VPN connections, and the ability to remotely wipe data from lost or stolen devices, thereby mitigating potential data breaches.

Compliance Management

By enforcing security policies and ensuring compliance with regulatory standards, EMM helps businesses avoid costly fines and reputational damage associated with data breaches.

Driving Operational Efficiency

In the quest to drive operational efficiency, our solutions streamline processes, reduce redundancies, and automate routine tasks. By leveraging cutting-edge technologies, we empower businesses to optimize their workflows, resulting in significant time and cost savings. Our approach not only enhances operational agility but also positions your organization at the forefront of innovation, setting a new standard in your industry.

Automated Workflows

By automating repetitive tasks, EMM reduces manual efforts, increases accuracy, and speeds up business processes. This automation supports operational efficiency and allows employees to focus on more strategic tasks.

Real-time Communication and Collaboration

EMM enhances communication and collaboration among team members by providing tools that facilitate real-time interactions. This immediate exchange of information accelerates decision-making processes and improves project outcomes.


Testimonials from Industry Leaders

Leaders in various industries have witnessed tangible benefits from implementing EMM solutions, including increased productivity, improved security, and enhanced operational efficiency. Testimonials from these leaders underscore the transformative impact of EMM on their businesses, solidifying its vital role in modern operational strategies.

Our commitment to innovation and excellence propels us to continually refine our EMM solutions, ensuring they remain at the cutting edge of technology. This dedication not only solidifies our standing as industry leaders but also guarantees that our clients receive the most advanced and effective operational tools available, tailored specifically to meet their unique business challenges.

Looking Ahead

The evolution of EMM solutions continues at a rapid pace, with advancements in technology such as Artificial Intelligence (AI), Machine Learning (ML), and the Internet of Things (IoT) further enhancing their capabilities. These developments promise even greater efficiencies, security measures, and competitive advantages for businesses willing to invest in the future of mobility management.

Our proactive approach to integrating emerging technologies with EMM solutions positions our clients at the forefront of their industries. By leveraging our deep technical expertise and industry insights, we empower businesses to not only adapt to but also lead in an increasingly digital world, ensuring they remain competitive and resilient amidst rapid technological shifts.

In conclusion, the role of Enterprise Mobility Management in modern businesses cannot be overstated. Its ability to revolutionize workflows, enhance security, and drive operational efficiency positions it as a foundational element of digital transformation strategies. We invite businesses to explore the potential of EMM solutions and partner with us to achieve unprecedented levels of success and innovation in the digital era. Together, we can redefine the boundaries of what is possible in business operations and set new benchmarks for excellence in the industry.

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Lessons From Air Canada’s Chatbot Fail



Lessons From Air Canada’s Chatbot Fail

Air Canada tried to throw its chatbot under the AI bus.

It didn’t work.

A Canadian court recently ruled Air Canada must compensate a customer who bought a full-price ticket after receiving inaccurate information from the airline’s chatbot.

Air Canada had argued its chatbot made up the answer, so it shouldn’t be liable. As Pepper Brooks from the movie Dodgeball might say, “That’s a bold strategy, Cotton. Let’s see if it pays off for ’em.” 

But what does that chatbot mistake mean for you as your brands add these conversational tools to their websites? What does it mean for the future of search and the impact on you when consumers use tools like Google’s Gemini and OpenAI’s ChatGPT to research your brand?


AI disrupts Air Canada

AI seems like the only topic of conversation these days. Clients expect their agencies to use it as long as they accompany that use with a big discount on their services. “It’s so easy,” they say. “You must be so happy.”

Boards at startup companies pressure their management teams about it. “Where are we on an AI strategy,” they ask. “It’s so easy. Everybody is doing it.” Even Hollywood artists are hedging their bets by looking at the newest generative AI developments and saying, “Hmmm … Do we really want to invest more in humans?  

Let’s all take a breath. Humans are not going anywhere. Let me be super clear, “AI is NOT a strategy. It’s an innovation looking for a strategy.” Last week’s Air Canada decision may be the first real-world distinction of that.

The story starts with a man asking Air Canada’s chatbot if he could get a retroactive refund for a bereavement fare as long as he provided the proper paperwork. The chatbot encouraged him to book his flight to his grandmother’s funeral and then request a refund for the difference between the full-price and bereavement fair within 90 days. The passenger did what the chatbot suggested.


Air Canada refused to give a refund, citing its policy that explicitly states it will not provide refunds for travel after the flight is booked.

When the passenger sued, Air Canada’s refusal to pay got more interesting. It argued it should not be responsible because the chatbot was a “separate legal entity” and, therefore, Air Canada shouldn’t be responsible for its actions.

I remember a similar defense in childhood: “I’m not responsible. My friends made me do it.” To which my mom would respond, “Well, if they told you to jump off a bridge, would you?”

My favorite part of the case was when a member of the tribunal said what my mom would have said, “Air Canada does not explain why it believes …. why its webpage titled ‘bereavement travel’ was inherently more trustworthy than its chatbot.”

The BIG mistake in human thinking about AI

That is the interesting thing as you deal with this AI challenge of the moment. Companies mistake AI as a strategy to deploy rather than an innovation to a strategy that should be deployed. AI is not the answer for your content strategy. AI is simply a way to help an existing strategy be better.

Generative AI is only as good as the content — the data and the training — fed to it.  Generative AI is a fantastic recognizer of patterns and understanding of the probable next word choice. But it’s not doing any critical thinking. It cannot discern what is real and what is fiction.


Think for a moment about your website as a learning model, a brain of sorts. How well could it accurately answer questions about the current state of your company? Think about all the help documents, manuals, and educational and training content. If you put all of that — and only that — into an artificial brain, only then could you trust the answers.

Your chatbot likely would deliver some great results and some bad answers. Air Canada’s case involved a minuscule challenge. But imagine when it’s not a small mistake. And what about the impact of unintended content? Imagine if the AI tool picked up that stray folder in your customer help repository — the one with all the snarky answers and idiotic responses? Or what if it finds the archive that details everything wrong with your product or safety? AI might not know you don’t want it to use that content.

ChatGPT, Gemini, and others present brand challenges, too

Publicly available generative AI solutions may create the biggest challenges.

I tested the problematic potential. I asked ChatGPT to give me the pricing for two of the best-known CRM systems. (I’ll let you guess which two.) I asked it to compare the pricing and features of the two similar packages and tell me which one might be more appropriate.

First, it told me it couldn’t provide pricing for either of them but included the pricing page for each in a footnote. I pressed the citation and asked it to compare the two named packages. For one of them, it proceeded to give me a price 30% too high, failing to note it was now discounted. And it still couldn’t provide the price for the other, saying the company did not disclose pricing but again footnoted the pricing page where the cost is clearly shown.

In another test, I asked ChatGPT, “What’s so great about the digital asset management (DAM) solution from [name of tech company]?” I know this company doesn’t offer a DAM system, but ChatGPT didn’t.


It returned with an answer explaining this company’s DAM solution was a wonderful, single source of truth for digital assets and a great system. It didn’t tell me it paraphrased the answer from content on the company’s webpage that highlighted its ability to integrate into a third-party provider’s DAM system.

Now, these differences are small. I get it. I also should be clear that I got good answers for some of my harder questions in my brief testing. But that’s what’s so insidious. If users expected answers that were always a little wrong, they would check their veracity. But when the answers seem right and impressive, even though they are completely wrong or unintentionally accurate, users trust the whole system.

That’s the lesson from Air Canada and the subsequent challenges coming down the road.

AI is a tool, not a strategy

Remember, AI is not your content strategy. You still need to audit it. Just as you’ve done for over 20 years, you must ensure the entirety of your digital properties reflect the current values, integrity, accuracy, and trust you want to instill.

AI will not do this for you. It cannot know the value of those things unless you give it the value of those things. Think of AI as a way to innovate your human-centered content strategy. It can express your human story in different and possibly faster ways to all your stakeholders.

But only you can know if it’s your story. You have to create it, value it, and manage it, and then perhaps AI can help you tell it well. 

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Cover image by Joseph Kalinowski/Content Marketing Institute

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Only 6% of global marketers apply customer insights to product and brand



Only 6% of global marketers apply customer insights to product and brand

While many brands talk about focusing on the customer, few do it. Less than a quarter (24%) of global brands are mapping customer behavior and sentiment, according to Braze’s 2024 Customer Engagement Review. What’s worse, only 6% apply customer insights to their product and brand approach.

“At the end of the day, a lot of companies operate based on their structure and not how the consumer interacts with them,” Mariam Asmar, VP of strategic consulting, told MarTech. “And while some companies have done a great job of reorienting that, with roles like the chief customer officer, there are many more that still don’t. Cross-channel doesn’t exist because there are still all these silos. But the customer doesn’t care about your silos. The customer doesn’t see silos. They see a brand.”

Half of all marketers report either depending on multiple, siloed point solutions to cobble together a multi-channel experience manually (33%); or primarily relying on single-channel solutions (17%).  Only 30% have access to a single customer engagement platform capable of creating personalized, seamless experiences across channels. This is a huge problem when it comes to cross-channel, personalization.

The persistence of silos

The persistence of data silos despite decades of explanation about the problems they cause, surprised Asmar the most.

Screenshot 2024 02 27 140015
Source: Braze 2024 Global Customer Engagement Review

“Why are we still talking about this?” she said to MarTech. “One of the themes I see in the report is we’re still getting caught up on some of the same stumbling blocks as before.”

She said silos are indicative of teams working on different goals and “the only way that gets unsolved is if a leader comes in and aligns people towards some of those goals.”

These silos also hinder the use of AI, something 99% of respondents said they were already doing. The top uses of AI by marketers are:

  • Generating creative ideas (48%).
  • Automating repetitive tasks (47%).
  • Optimizing strategies in real-time (47%).
  • Enhancing data analysis (47%).
  • Powering predictive analytics (45%).
  • Personalizing campaigns (44%). 

Despite the high usage numbers, less than half of marketers have any interest in exploring AI’s potential to enhance customer engagement. Asmar believes there are two main reasons for this. First is that many people like the systems they know and understand. The other reason is a lack of training on the part of companies.

Dig deeper: 5 ways CRMs are leveraging AI to automate marketing today

“I think about when I was in advertising and everybody switched to social media,” she told MarTech. “Companies acted like ‘Well, all the marketers will just figure out social media.’ You can’t do that because whenever you’re teaching somebody how to do something new there’s always a level of training them up, even though they’re apps that we use every day, as people using them as a business and how they apply, how we get impact from them.”

The good news is that brands are setting the stage for the data agility they need.

  • 50% export performance feedback to business intelligence platforms to generate advanced analytics.
  • 48% sync performance with insights generated by other platforms in the business.

Also worth noting: Marketers say these are the four main obstacles to creativity and strategy:  

  • Emphasis on KPIs inherently inhibits a focus on creativity (42%).
  • Too much time spent on business-as-usual execution and tasks (42%).
  • Lack of technology to execute creative ideas, (41%).
  • Hard to demonstrate ROI impact of creativity (40%).
Screenshot 2024 02 27 135952Screenshot 2024 02 27 135952


The 2024 Global Customer Engagement Review (registration required) is based on insights from 1,900 VP+ marketing decision-makers across 14 countries in three global regions: The Americas (Brazil, Mexico, and the US), APAC (Australia, Indonesia, Japan, New Zealand, Singapore, and South Korea), and EMEA (France, Germany, Spain, the UAE, and the UK).


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