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1Z0-425 Oracle Fusion CRM: Sales 2014 Implementation Essentials

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1Z0-425 exam Dumps Source : Oracle Fusion CRM: Sales 2014 Implementation Essentials

Test Code : 1Z0-425
Test cognomen : Oracle Fusion CRM: Sales 2014 Implementation Essentials
Vendor cognomen : Oracle
: 146 true Questions

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Oracle Oracle Fusion CRM: Sales

What Oracle Fusion CRM in the Cloud skill for Salesforce and Siebel consumers | true Questions and Pass4sure dumps

home   →   CRM   →   What Oracle Fusion CRM within the Cloud capacity for Salesforce and Siebel purchasers Posted October 27, 2011 with the aid of Herman Mehling     comments

Oracle made a daring stream into cloud CRM this month, however what does it spell for competitors enjoy Salesforce and Microsoft and Oracle's personal Siebel valued clientele?

The CRM (customer relationship management) market got a bit of busier this month with the entry of Oracle's lengthy-awaited Oracle Fusion CRM, which is additionally the groundwork of Oracle's modern Public Cloud.

as the newest entry in a extremely competitive market, Oracle (NASDAQ: ORCL) will ought to stand out to accept observed. So how does it stack up against centered choices from the likes of Microsoft, and SAP? and perhaps more importantly for Oracle's longtime valued clientele, will Oracle Fusion CRM spell the conclusion of CRM On Demand, its present cloud providing in accordance with Siebel, and Siebel CRM?

"The Oracle cloud is a tiny distinctive," stated Oracle CEO Larry Ellison when he introduced the product suite on the Oracle OpenWorld 2011 consumer conference currently. 

The Oracle Public Cloud is both a platform as a provider and purposes as a service, he defined.

"the essential thing inequity is the Oracle Public Cloud is in line with trade specifications and helps plenary interoperability with other clouds and your statistics heart on premise," he stated.

via standards, he essentially intended Java. Oracle's cloud claims to rush any app written in Java. 

The terminate of Siebel and CRM On Demand?

one of the vital leading ideas of the Fusion applications development endeavor changed into to carry the most effective ideas, architectural patterns and enterprise practices of unbecoming "legacy" functions (eBusiness Suite, PeopleSoft, JD Edwards, Siebel CRM, Retek, and the like) into the modern suite, wrote Alexander Hansal in his October 17 weblog post.

Hansal, a technical instructor in Siebel and an Oracle consultant, wrote, "The knowledgeable eye will note common 'Siebel patterns' in Fusion CRM. nonetheless, the necessities for CRM hold enormously changed within the last years, so there are lots of modern issues as smartly."

Hansal famous Siebel shoppers hold three alternate options: wait with their legacy utility by using upgrading to probably the most ripen version (Siebel 8.1.1); multiply their existing legacy app with modern functionality offered by using the Fusion purposes stack; or ditch the legacy stuff and embrace the modern Fusion world.

consumers can readily improve, he believes, because Fusion purposes are designed from the ground up to co-exist with Oracle's legacy apps.

Hansal concluded: "I conform with that Siebel CRM isn't dead. Too many hours and bucks/euros/rubel were spent through customers in Siebel initiatives to naively reckon that they'll just dump it considering version 1 of Fusion CRM.

"whereas I usually enact not enact too a whole lot IT crystal balling, they should soundless note a different decade of thriving Siebel projects, however there is a brand modern flower within the backyard which they mustn't neglect (translates to: wake up and accept educated on Fusion purposes."

Oracle Public Cloud: The complete CRM equipment?

"Oracle is the only seller that offers a finished suite of commercial enterprise solutions within the cloud, which comprises both utility functions and platform ones," travel Chowdhry, managing director of equity research at world Equities analysis, wrote in a fresh research note.

Oracle's application capabilities encompass Fusion CRM, Fusion HCM and gregarious Networks, whereas its platform functions consist of Java capabilities and Database features – and simply this week, Oracle brought cloud client carrier with the acquisition of RightNow.

Oracle claims, amongst different things, that its Oracle Fusion CRM Cloud service enables businesses to combine consumer and product grasp statistics assistance with unbecoming CRM strategies – which the vendor says is a primary for cloud-based mostly CRM solutions. Oracle additionally claims that the carrier delivers a consolidated client middle for unbecoming CRM commerce tactics.

Oracle Shuns Multi-tenancy

however Ellison indulged himself and his captive viewers in taking pot shots at Salesforce, Forrester research analyst James Staten pointed out he believes the Oracle providing can subsist extra of an instantaneous competitor to Amazon net services than 

The strongest proof is in Oracle's stance on multi-tenancy, spoke of Staten, noting that Ellison shunned a tenancy mannequin built on shared statistics retailers and application fashions, which are key to the profitability of (and most just SaaS and PaaS options).

The Oracle Cloud offering is based mostly not on multi-tenancy, however on virtualization containers that allow purchasers to seamlessly switch from side to side between the private and the public clouds.

"Oracle will tiny question use its personal Xen-based hypervisor, OracleVM, as opposed to the enterprise generic VMware vSphere," referred to Staten, noting that photograph conversion between both platforms is pretty handy.

whereas many commercial enterprise infrastructure and operational gurus will cheer this strategy, this IaaS-centric structure is pass more useful resource-intensive for helping distinctive shoppers than the Salesforce mannequin, Staten talked about.

Microsoft seems to accept as just with Salesforce, as its home windows Azure mannequin applies tenancy at the utility flat as well, he brought. 

a big selling aspect for Oracle may subsist that the identical Fusion middleware application bought on-premises is purchasable in the cloud and that the programming mannequin for Oracle Public Cloud is an identical open specifications-based languages of Java, BPEL and net capabilities. 

"this is in lucid contrast to the walled gardens of most other PaaS offerings," referred to Staten. "Microsoft comes closest to this cost proposition as most open languages and internet functions are supported but the middleware capabilities of Azure don't appear to subsist one-for-one with their on-premise equivalents."

little doubt some IT pros will laud this architectural consistency, as it vastly eases the migration of Java apps between on-premises and cloud.

Pricing and Financials Coming

whereas Ellison announced a group of cloud functions – four SaaS purposes and four PaaS capabilities – handiest a subset of those appear on the site. 

handiest the business's database and Java capabilities are shown as PaaS functions, with the already pre-existing CRM and human capital administration as SaaS purposes.

Staten famous management and Fusion Financials (Oracle eBusiness Suite) are anticipated to succeed on the SaaS layer, with an information provider to supposedly rival Azure. loads of unknowns continue to subsist for this provider, the biggest being pricing, mentioned Staten.

while Ellison said an AWS-like pay-per-use model, he likewise mentioned the requirement of a subscription. 

As each illustration will embrace at least both an Oracle database or a WebLogic app server, users can are expecting each and every instance to imbue excess of Amazon's $0.08 for a minuscule VM, referred to Staten.

SpringCM content Cloud capabilities Streamline revenue approaches for Oracle income Cloud (Fusion CRM) shoppers | true Questions and Pass4sure dumps

SAN FRANCISCO, CA--(Marketwired - Sep 24, 2013) - SpringCM®, a Silver degree member of Oracle PartnerNetwork (OPN), these days introduced that the business's content material Cloud capabilities had been integrated with Oracle sales Cloud (Fusion CRM). SpringCM's Cloud content material capabilities along with Oracle sales Cloud provides a unique destination for storing, sharing and dealing with content, from theory to completion, on practically any device. The integrated solution offers Oracle sales Cloud clients one-click entry to earnings-connected documents, enabling them to better manage content material, comparable to rates and contracts, unbecoming the pass through the earnings process. The integrated solution is now obtainable within the modern Oracle Cloud market.

SpringCM will expose the integrated Oracle revenue Cloud and SpringCM solution within the Cloud Pavilion at Oracle OpenWorld 2013, September 22-26.

SpringCM and Oracle earnings Cloud Fusion the combination of Oracle earnings Cloud and SpringCM content Cloud services helps revenue and operations teams dispose of the time-ingesting snags in sales cycles, that can assist businesses recognise expanded salary volume and pace. SpringCM combines the benefit-of-use of buyer cloud storage capabilities with stalwart commercial enterprise-category content administration capabilities designed to Place content material to work.

the use of a full-featured SpringCM folder embedded in Oracle revenue Cloud, clients can with ease and hastily upload and labor with latest content devoid of leaving Oracle. users can edit, participate and collaborate on content material, such as advertising materials, proposals, rates and contracts, with inside group members and exterior clients and partners. And clients can at unbecoming times hold probably the most latest content with SpringCM's prosperous assist for versioning, rob a peruse at/check in, notifications and designated audit trails and handle over who can view and alter content material.

further features encompass:

  • automated workflows, driven by using SpringCM, for developing and managing documents, with checklists to automatically constrain approaches and "round travel" emails for experiences and approvals
  • effective search capabilities, enabling enjoy a gleam finds of captious content material
  • Simplified sharing, making it handy to collaborate, internally and externally
  • enterprise-energy protection controlling who can view, edit, sync and delete content
  • "SpringCM ties into Oracle earnings Cloud for an accelerated and entirely integrated income and shrink administration system," spoke of Jonathan Leitner, Senior vice chairman of enterprise construction at SpringCM. "Giving revenue teams one-click entry to content material makes every tiny thing sooner and more straightforward -- from shrink creation through negotiation, changes, approvals, signatures, archiving and renewals. Reps can focal point on possibilities, purchasers and closing offers, in its Place of chasing content. With Oracle income Cloud and SpringCM, organizations can straight away and dramatically multiply their income approaches."

    About SpringCM SpringCM is a frontrunner in content material Cloud features for the enterprise. businesses deserve to enact greater than shop and participate content -- they deserve to achieve content to labor to accelerate company results. SpringCM helps global manufacturers and public sector groups -- Google, facebook and the Commonwealth of Virginia, amongst others -- remedy content-connected issues that stand in the pass of optimizing revenues, chopping prices, and mitigating possibility.

    About Oracle PartnerNetwork Oracle PartnerNetwork (OPN) really expert is the latest version of Oracle's accomplice program that offers companions with tools to better develop, promote and invoke Oracle solutions. OPN really noble offers substances to train and assist specialized skills of Oracle products and options and has advanced to recognize Oracle's starting to subsist product portfolio, ally basis and enterprise possibility. Key to the latest enhancements to OPN is the capability for partners to distinguish through Specializations. Specializations are executed via competency construction, enterprise outcomes, skills and confirmed success. To find out more consult with

    trademarks Oracle and Java are registered emblems of Oracle and/or its associates.

    Will Oracle’s Fusion CRM pave the style for the relaxation of the Fusion apps? | true Questions and Pass4sure dumps

    Oracle's lengthy march towards Fusion applications, a massive endeavor to bring together the most desirable functionality of its many acquisitions, took a substantial step ahead ultimate week at OpenWorld when CEO Larry Ellison tested the forthcoming Oracle Fusion functions.

    "We basically determined to rob the entire surest facets of PeopleSoft, Oracle and Siebel and reimplement these features on properly of a modern middleware infrastructure completely written from Java," Ellison referred to. "we can convey these applications to actual shoppers at the terminate of this 12 months."

    It’s a significant step for an endeavor "greater than 5 years in the making," in accordance with Ellison, however for valued clientele, it is barely the beginning.

    while Oracle has persisted to guide, and even update, PeopleSoft, JD Edwards, and Siebel under its purposes unlimited software, the modern functions require some cautious considering.

    as an example, Pella Corp., the window brand, has meticulously maintained its Oracle purposes environment for years and is planning to replace its Oracle E-enterprise Suite (EBS) in December. with a view to permit for an easier transition to Fusion applications, but that doesn't intimate that Pella is diving in headfirst. It at the jiffy runs Oracle's own CRM product from EBS and has some seats of Oracle CRM On demand live.

    "there may subsist some enjoyment amongst their team," stated Rick Hassman, director of applications with the Pella, Iowa-based enterprise. "we hold made a selection to accept to [E-Business Suite] 12, so they had the pliability to pick and settle around the Fusion apps they exigency to swagger ahead with."

    Which applications Pella sooner or later adopts will subsist selected a assignment groundwork, and it’s the CRM functionality that holds many of the enchantment.

    "We’re stable and not trying to find a lot of enhancements in manufacturing," Hassman talked about. "there may subsist less likelihood they would swagger down that street. As we're looking at the MDM stuff, territory administration stuff, they've shown us capabilities that hold been very inviting. I accept notes from one among my managers in CRM: 'We simply had the demo and it seems enjoy there's a lot of potential.'"

    CRM represents the early Fusion applications

    definitely, CRM has led the style for Fusion functions. It turned into three years ago that Ellison first introduced that Fusion applications had arrived, demonstrating a brace of gregarious CRM tackle for revenue collaboration. moreover, it became lucid from classes at OpenWorld that the Fusion CRM capabilities acquired lots of consideration. it will probably accept a lot of customer attention as smartly, thanks partly to the core consumer facts model.

    "one of the most core issues in Fusion CRM is that as individuals are mount to use distinctive items, unbecoming of it comes lower back to the statistics mannequin," observed Ray Wang, accomplice, enterprise strategy, with San Mateo, Calif.-based Altimeter community. "The consumer record gets tied back to Fusion CRM. americans will gravitate to that as a result of a lot of the core Fusion CRM product has been developed on the Siebel consumer model."

    while the "first" Fusion purposes were Oracle's gregarious CRM tools, the company has poured most of its CRM structure efforts into CRM On Demand, its software as a carrier (SaaS) functions in accordance with what changed into originally Siebel On Demand. Most modern sales of CRM at Oracle had been the CRM On demand product, according to Wang.

    "in case you appear on the sales constitution, most americans are on CRM On Demand. The transition is going to subsist a noble deal less complicated for them," he noted.

    The migration may subsist greater difficult for PeopleSoft customers, he warned, but for those who actually are looking to do the circulate to Fusion CRM, mount up to this point first.

    "the key component for shoppers is if you are coming in from Siebel, are trying to accept onto the On demand product, try to accept to the newest version of Siebel," Wang talked about. "The upgrade route is encompassing further and further Fusion add-ons. definitely, a lot of the Fusion middleware components which are required are displaying up in later releases. as long as you might subsist in an upgradeable free up, you might subsist on the revise course."

    Oracle CRM purchasers thinking forward

    it truly is been the considering at Pella – although a key query has emerged.

    "we hold now at unbecoming times performed the point releases," Hassman talked about. "[The upgrades] are painful but they are value it. They really warrant themselves. If they delivery doing factor enhancements on inevitable areas, will that accept us out of sync in their total integration? Is there a random one area receives at the back of, one receives forward, and that i can not rob potential of something?"

    the brand modern Fusion CRM purposes cling some covenant for Eric Pozil, managing director of CRM Northwest, a Seattle-primarily based consultancy that helps businesses with their CRM decisions and likewise runs CRM On demand internally.

    "The finished hub round clients and contacts, planning skill and integration unbecoming seemed decent," Pozil stated. "however you should use the complete ball of wax, it feels like. I don’t comprehend if a consumer, from a TCO viewpoint, may subsist inclined to swagger to unbecoming of the add-ons. I actually hold a sense the subscription can imbue might subsist greatly extra. Will the boost in performance subsist overwhelming in comparison to CRM On demand or"

    Oracle did not unencumber pricing information on any of the Fusion purposes. it's making the applications obtainable to beta testers on the conclusion of this yr, and the purposes might subsist often accessible in the first quarter of 2011.customers up to date on their protection and abet may subsist in a position to enact a like-to-like swap.

    "They've taken the time to determine what the largest Siebel client wishes and what their footprint is," Wang stated. "anything in these huge installed bases, they've agreed for like-to-like swap."

    customers would should pay for modules they don't hold already got achieve in.

    sooner or later, it will nevertheless subsist years earlier than Fusion CRM is fully deployed in the market.

    "What we're seeing is in fact horizontal widely wide-spread-intention CRM options [that] a manufacturer-new consumer will use these days," Wang referred to. "In two to 3 years, the first of the functionality may subsist built out, and within the next three to four years, Fusion CRM will hold finished parity with the basis horizontal functionality."

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    Oracle Fusion CRM: Sales 2014 Implementation Essentials

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    Salesforce - Overvalued And Not Significantly Diversified | true questions and Pass4sure dumps

    No result found, try modern keyword!Salesforce's flagship subscription product generates 93% of sales. Several big players are stirring into the CRM space and a poorly diversified ... Saleforce’s largest competitors embrace Microsoft, O...

    Sally Beauty Holdings Inc (SBH) Q1 2019 Earnings Conference call Transcript | true questions and Pass4sure dumps

    Image source The Motley Fool.

    Q1 2019 Earnings Conference CallFeb. 05, 2019, 8:30 a.m. ET

    Ladies and gentlemen, thank for standing-by, and welcome to the Sally Beauty Holdings First Quarter Results. At this time, unbecoming lines are in a listen-only mode. Later, they will conduct a question-and-answer session. Instructions will subsist given to you at that time. (Operator Instructions) And as a reminder, today's conference call is being recorded.

    I would now enjoy to rotate the conference over to Mr. Jeff Harkins. delight swagger ahead.

    Thank you, Cynthia. Before they begin, I would enjoy to remind you that inevitable comments, including matters such as forecasted monetary information, contracts or commerce and trend information, made during this call may hold forward-looking statements within the acceptation of Section 27A of Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended. Many of these forward-looking statements can subsist identified by the use of words such as believe, project, expect, can, may, estimate, should, plan, target, intend, could, will, would, anticipate, potential, confident, optimistic and other similar words or phrases.

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    With me on the call today are Chris Brickman, President and Chief Executive Officer; Aaron Alt, Senior Vice President, Chief monetary Officer and President of Sally Beauty Supply; and Brent Baxter, Group Vice President and Principal Accounting Officer. Chris will provide a brief overview of their performance for the quarter and give you an update on their first quarter efforts against their transformation plan. Aaron will then debate their first quarter monetary results, highlights and key changes within their North American commerce and then offer some thoughts around maintaining their plenary year guidance.

    Now, I'd enjoy to rotate the call over to Chris.

    Christian A. Brickman -- President and Chief Executive Officer

    Thank you, Jeff, and noble morning, everyone. They are making uniform progress against their transformation contrivance and remain on track for their key initiatives for the residuum of this fiscal year. For the quarter, they delivered positive consolidated same-store sales as both commerce segments continued to improve. They are likewise pleased with their results on the bottom line, while acknowledging that they soundless hold runway in front of us. If you deem back to their last earnings call, they called out four primary objectives for their businesses for fiscal year 2019: enhancing their focus on their defensible categories of hair color and hair care, improving their execution of basic retail fundamentals, advancing their digital service platforms and optimizing their cost base.

    We're making noble progress against these efforts, and their first quarter results reflect that, particularly in the North American portions of Sally Beauty Supply. That said, they hold significant labor ahead of us, and their second and third quarters will note fundamental change in Sally Beauty Holdings. They remain firm in their belief that their efforts are putting Sally Beauty Holdings on the privilege track for long-term success.

    I'd enjoy to highlight some of the steps they took in the first quarter and so far in the second quarter. First, playing to win in their differentiated core of hair color and hair care. Sally Beauty Holdings' businesses hold differentiated core -- a differentiated core tied to their assortment and their expertise in hair color and hair care. This manifest itself in a number of ways. First, their assortment is anchored by higher margin owned and exclusive brands, and they are constantly looking for additional opportunities in this area. For instance, for the first quarter of fiscal year '19, owned and exclusive brands comprised approximately 46% of Sally Beauty Supply's revenue, with the majority of those sales being owned brands. Similarly, owned and exclusive brands comprise roughly 53% of Beauty Systems Group sales, with the vast majority of those sales being exclusive brands, acceptation approved third-party brands for which they hold exclusive wholesale distribution rights, within defined territories.

    Our differentiated assortment is essential to their success and they continue to focus their efforts against this core strength. Here are a brace of examples of how they are doing that. Ion is Sally Beauty's largest owned brand. Borrowing from its sister business, Beauty Systems Group successfully launched elevated attribute Ion electrical appliances in the first quarter. Sales hold been excellent thus far. You may hold noticed that two weeks ago, noble Morning America ran a segment which highlighted their Ion Titanium Pro Curling Iron on the air, as noble Housekeeping's top pick for curling irons regardless of price. This item, which is available in both Beauty Systems Group and Sally Beauty Supply, demonstrates the attribute of their own brand product.

    BSG is exploring options to quickly add more own brands in adjacent categories. In color and care, Beauty Systems Group focus will remain on their partnerships with their exclusive brands. likewise in Beauty Systems Group, they added to the portfolio by rolling out the prestigious hair color line Pravana in November and then followed it up with the launch Pravana hair custody in January. Pravana is known for its groundbreaking innovation, particularly its vivid colors, and has a loyal following among stylists, and they are seeing genuine excitement from their customers associated with this launch. Despite some early vendor supply chain issues with Henkel, they are ahead of contrivance with respect to their Pravana sales.

    Beauty Systems Group likewise reinforced two existing lines with innovation, namely Guy Tang's #mydentity hair custody products and the modern reformulated Wella hair color line, Koleston Perfect. Guy Tang is a well-known professional stylist with over 2 million followers on Instagram. His modern hair custody products are an expansion of his current hair color brand and are designed for long, vibrant color tone. The reformulated Wella Koleston impeccable line uses ME+ technology, designed to reduce the risk of developing hair color allergies, while delivering unadulterated and balanced hair color results. These products are now available throughout the entire Beauty Systems Group network in the US and Canada.

    While they had some powerful wins in Q1, they are already making progress in this area in Q2. Beauty Systems Group just completed two minuscule acquisitions, acquiring exclusive wholesale distribution rights for Joico in the Boston area and for exclusive wholesale distribution rights for Paul Mitchell in the Hawaiian market. They are assessing further opportunities of this sort, whether it's through modern partnerships, acquisitions or expanding current distribution agreements. And as they mentioned previously, BSG has signed an exclusive distribution agreement with the Swedish vegan hair custody brand, Maria Nila. This is an essential assortment gain for BSG, as Maria Nila is a rising premium brand that appeals to recent industry trends around natural products. They will accept this product to shelf before the terminate of Q2. Not to subsist outdone, Sally Beauty Supply is likewise raising its gain.

    During the first two quarters of fiscal 2019, Sally Beauty will launch 14 modern brands in color and care, with a focus on influencer-linked brands. In January, Sally Beauty launched a modern vegan cruelty-free hair color line, noble Dye Young, co-created by Hayley Williams, the lead singer of the Grammy Award winning company Paramore. Williams likewise has more than 2 million followers on Instagram. noble Dye adolescent is now available nationwide on and is likewise in select Sally Beauty stores. They anticipate a plenary launch across unbecoming Sally Beauty supply stores by the terminate of the third quarter. At the same time, Sally Beauty continues to note success with its partnership with the Arctic Fox Vivid color line. In January, Sally Beauty expanded the plenary color palette to unbecoming stores and anticipates other potential brand expansion opportunities in the future.

    Finally, by pass of update, as you know, in late September, they launched the modern color kits or boxed color options online and in unbecoming US Sally Beauty Supply stores. This modern opportunity for Sally Beauty has proven to subsist incremental to their basket, and they continue to subsist pleased with the results of the launch. They will subsist adding an additional 10 shades to the color assortment during Q2 and more shades in Q4. They will likewise subsist expanding their sales efforts to their Canadian operations.

    Now, retail fundamentals. Turning to progress on their efforts to help their retail fundamentals. On this call, I'm going to highlight their labor against loyalty, store sustain and technology, and then Aaron will touch on supply chain later in the call. In late October, Sally Beauty Supply completed the national roll-out of its modern loyalty program Sally Beauty Rewards to unbecoming US and Canadian stores. The modern program allows customers to enroll for free and accumulate points for a $5 reward certificate for every $50 of spend. Initial results hold been promising, and I want to provide you with a brace of proof points.

    The transition has been smooth and has not resulted in any noticeable disruption to their national business. The national roll-out is tracking consistent with the results of their year-long test in Florida and Georgia. They are seeing adoption rates in many stores that are almost twice as elevated as adoption of their frail program. At the terminate of the quarter, they had 14 million members in the modern loyalty program. Finally, approximately 60% of transactions and 70% of sales in the US and Canadian stores are now tied to a Sally Beauty Rewards membership. The program has only been in Place for roughly 90 days, so they are pleased with these initial results, while focused on using their closer connection to their clients to drive more traffic.

    Retail fundamentals, their store experience. They view their 5,100 stores to subsist a competitive advantage. As I've mentioned in the past, they are designing and testing both modern store concepts and update packages for both commerce segments in one city, which is Las Vegas. They hold moved from design and concept to construction. They are rolling out unbecoming of their changes, from assortment, to store layout, to marketing, to technology. Importantly, by targeting one city, they will subsist able to assess synergies between Sally Beauty and CosmoProf. Construction has begun, and they expect unbecoming Sally stores will subsist complete by the terminate of March and the BSG stores will subsist complete soon after.

    Next, technology. They hold moved from concept to reality as participate of implementing a modern Oracle point-of-sale system in both commerce segments. Testing in stores has begun in a number of territories. They will expand their roll-out over the next three quarters and expect to subsist in approximately 1,400 stores by the terminate of this fiscal year. The combination of their CRM implementation, which is already complete; their loyalty program; their modern digital commerce website and apps, which are coming soon; and the modern POS systems means that for the first time, Sally Beauty and BSG will subsist able to identify their customers regardless of channel, we'll subsist able to serve them on an individualized basis, and we'll subsist able to remove friction from the shopping sustain for them. There are many stirring pieces, but this is a really substantial deal for us.

    Lastly, a quick update on their JDA implementations. During Q1, they completed and went live with phase 1 of the JDA merchandising and supply chain platform implementation, which included product setup and maintenance, store spacing and floor planning. Their efforts will continue for the residuum of this year as they track a conservative implementation contrivance based on test, test again and deploy.

    Onto their third objective, having a robust digital service platform. As they hold stated in prior quarters, they hold already completed the e-commerce investments in the Sally warehouses and begun the marketing efforts around their two-day shipping capabilities to over 95% of the US and one-day shipping capabilities to over 30% of the US. They continue to note improvements with over 30% year-over-year growth in both their US and international e-commerce businesses, driven primarily by increased conversion rates. They hold moved into a substantial quarter for us, the quarter in which they finalize and deploy the modern and accept ready to launch the mobile app.

    At the terminate of this quarter, in partnership with IBM and Blue Wolf, they will fully deploy their updated e-commerce capabilities for Sally Beauty Supply. They will quickly succeed the e-commerce launch in March with the launch of the Sally Beauty app in April. The BSG launch of the updated websites and a commerce-based app are likewise on track. These modern user experiences and platforms are essential transformation proof points for us.

    Next, cost optimization. As their quarter results demonstrate, they hold aggressively pursued cost savings initiatives while proactively addressing headwinds from labor and much-needed investments. Their cost reduction program will continue to subsist focused on finding additional operating efficiencies and improvements to direct and roundabout sourcing. During this quarter, they expanded the implementation of their sourcing, store labor and G&A optimization to their European and Mexican operations, which helped to offset top line pressure in those geographies during the quarter. In addition, they completed the integration of their Mexico and South American operations into one Latin American operations team in order to gain further efficiencies and more consistent execution across the territory. They hold more to enact here and continue to labor arduous against their cost takeout plans. Their cost optimization efforts over time will permit us to do necessary investments in the commerce and provide us with additional flexibility based on the needs of their commerce and the transformation plan.

    To summarize, the first quarter showed solid progress on their transformation plan, but they recognize that they soundless hold labor to do. With their key accomplishments from the quarter, they are confident that they are stirring in the privilege direction.

    Now, I will rotate it over to Aaron to debate a brace of topics in more detail.

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Thank you, Chris, and noble morning, everyone. I want to start today with a ck to their last earnings callto their store associates, regardless of whether they are located in Florida, Hawaii, Chicago, Monterrey, Lima, Toronto, London or Paris, the Sally Beauty, CosmoProf and Pro-Duo teams are doing a powerful job of managing through unbecoming the change that comes with the transformation. I hold three objectives today: provide a brief summary of today's announcement of their supply chain modernization efforts, to review the consolidated monetary details for the first quarter along with segment results, and finally, to verify that they are maintaining their plenary year guidance.

    Before jumping into the numbers, a brace of broad observations. They hold a plan. We're pleased to subsist able to report some initial success against the first steps of their plan. They hold a lot of labor yet to do. They remain on target for the next several steps of that plan. I'm going to start today by highlighting one of the announcements you will hold seen in their earnings release, phase 1 of their supply chain modernization plan. Their supply chain is the product of acquisitions conducted over many years. They hold 15 distribution centers across the United States and Canada. Their network is overly complex, sub-scaled by node, and many of their facilities lack automation or efficient processes, which hold become common in today's economy. They hold too much inventory in the wrong places, to allow us to optimize their inventory purchases, hurry their replenishment of fulfillment and swagger goods through their network as efficiently as possible.

    As a result, their team has been assessing their options on the context of the overall transformation of their commerce and how best to advocate their customers across both the retail and wholesale channels. In an endeavor to help their stocks, optimize inventory levels, reduce cost and explore modern replenishments and fulfillment options, today, they are announcing the first step in their supply chain modernization plan, which includes the closure of their existing distribution nodes in Denton, Texas and Anchorage, Alaska by the terminate of the second quarter and closure of their distribution nodes in Lincoln, Nebraska by the terminate of the third quarter. The company is likewise announcing the search for a 500,000 square foot location within Texas for construction of a modern automated and concentrated distribution center, which will service Sally Beauty Supply stores and e-commerce sales as well as Beauty Systems Group stores, plenary service sales and e-commerce sales. This modern facility will subsist designed to utilize more advanced technology and operate with greater efficiencies and will subsist the first instance of their consolidated inventory being serviced from under one roof.

    The company will likewise subsist upgrading its e-commerce capabilities at its distribution facility in Columbus, Ohio. The capital investments for these initiatives is already baked into their estimate for fiscal '19. In addition, reflecting the breadth of their company's physical footprint and the asset it is for us, over the next several quarters, they will subsist further upgrading and integrating their enterprise technology capabilities to allow in-store inventory to subsist accessed by digital clients as participate of testing, buy online/pickup in store, buy online/deliver from store and ship from store initiatives. By the terminate of fiscal year 2020, their supply chain will subsist more efficient and will better advocate unbecoming elements of their business.

    With that, I will rotate to the numbers. First quarter consolidated revenue was $989.5 million, a subside of 0.6% versus the prior year, with an multiply in consolidated same-store sales of 0.3%, offset by an unfavorable repercussion from alien exchange translation of 70 basis points, fewer stores and reduction in sales for their Beauty Systems Group full-service business. Sally Beauty Supply delivered positive same-store sales, driven by progress in the US and Canadian business, which was partly offset by weakness in the UK and Europe. They continue to note improvement against the supply chain issues that hold been impacting the Beauty Systems Group segments over the last few quarters.

    While that segment same-store sales were modestly negative, they did note progress against the vendor supply chain issues that had been lingering now for a brace of quarters. The direct unfavorable repercussion to sales from external supply chain issues was not material. Importantly, they did rob steps to ensure they would hold enough inventory for key launches. And my remark that the direct repercussion was immaterial, does not embrace those customers for whom they exigency to rebuild their relationship given prior supply chain disappointments, something that will require some time to accomplish.

    Our consolidated unbecoming margin for the quarter was 48.6%, which represents a subside of 30 basis points compared to the prior year. Increases in the higher-margin North American commerce at Sally Beauty Supply were offset by unbecoming margin challenges in Europe and within Beauty Systems Group. Selling, generic and administrative expenses, including depreciation and amortization expense, were $367 million in the quarter, a subside of $4.3 billion or 1.2% from the prior year. The benefits from their transformation efforts and tighter controls over discretionary expenses across the portfolio were as expected and planned, partially offset by investments made in store wages and technology. They hold excluded restructuring imbue from both -- charges from both adjusted operating earnings and adjusted diluted earnings per share. Additionally, they hold excluded the one-time tax benefits from the prior year from adjusted diluted earnings per share.

    Adjusted operating earnings and adjusted operating margins were $113.7 million and 11.5%, respectively, compared to $115.3 million and 11.6%, respectively, in the prior year. Adjusted diluted earnings were $0.57 per share, growth of 11.8% compared to the prior year's $0.51 per share, driven by the repercussion of US tax reform on their consolidated effective tax rate and reduced participate weigh from past participate repurchases. The company continues to generate stalwart cash tide from operations, which was $50.3 million in the quarter, and operating free cash tide which was $26.5 million in the quarter. Inventory was up 4.4% from the prior year to $982.5 million, driven by a brace of factors, namely the repercussion of modern product launches, the expansion of distribution rights for Beauty Systems Group, partially offset by a stronger US dollar on reported inventory levels. They will manage this down over time in connection with their efforts with their vendors, their supply chain modernization and proactive steps by merchandising.

    Lastly, there were no stock repurchases made in the quarter and the outstanding poise on their asset-based revolving line of credit remained at zero at the terminate of the quarter. In addition, cash and cash equivalents were $102.8 million at the terminate of the quarter, an multiply of $23.5 million or 30% over the prior year. As they hold stated before, they will prioritize needed investments in their commerce that they believe will deliver value for their shareholders and then focus on measure debt repayment within their ratings guidance and only then will they reckon return of capital to shareholders. They are soundless in a leveraged position toward the higher terminate of their preferred leverage ratio of 2.5 to 3 times EBITDA. They remain committed to making progress against their leverage levels over time.

    Turning to brief segment performance. In the first quarter, their Sally Beauty segment generated revenue of $580.6 million, a subside of 0.8% compared to the prior year. alien currency translation had an unfavorable repercussion on the segment's revenue growth in the quarter by 90 basis points. Same-store sales increased by 0.7% for the quarter, with larger increases in the US and Canadian business, partially offset by meaningful declines in Europe, and the uncertainties surrounding Brexit and protests in Continental Europe. They likewise continue to do meaningful progress with Sally's US and Canadian e-commerce commerce in the quarter, which helped deliver e-commerce revenue growth of 40.6%. They expect to continue to invest aggressively in improvement for the overall online customer experience. The tale in Sally Europe was similar with e-commerce revenue up 34.2%.

    Gross margin for the segment was flat at 54.6%, driven primarily by improvements in the US and Canada from optimized pricing and promotional activity, which was offset by weakness in Europe. Segment operating earnings were $90 million in the quarter, an multiply of 3.9% versus the prior year, primarily driven by lower selling, generic and administrative expenses from their transformation efforts, partially offset by the decline in total revenue, related to a lower store weigh versus the prior year.

    Now, turning to the Beauty Systems Group segment. BSG's revenue in the quarter was $408.8 million, a subside of 0.1% versus the prior year, driven by a same store-sales decline of 0.6% and an unfavorable repercussion of alien currency translation of approximately 40 basis points, mostly offset by a plenary quarter of revenue contribution from the acquisition in Canada that closed in December 2017. BSG's unbecoming margin was 40% in the quarter, down 80 basis points from the prior year, driven primarily by a category of coalesce shift, increased promotional activity and timing of vendor funding, related to process changes made by the BSG merchandise team. I want to emphasize that approximately half of the decline in unbecoming margin was driven by the unintended consequences of their merchandising transformation and is addressable as they swagger through the year. The remaining dilution was driven by coalesce shift and purposeful promotional choices as the commerce reacted to soft sales results early in the quarter. The margin at BSG is receiving vehement focus within their team. Segment operating earnings for BSG were $62.3 million, down 3.5% in the prior year, driven by lower unbecoming margin, partially offset by lower operating expenses from their transformation efforts.

    Now, let's rotate to their guidance for fiscal year 2019, and it's a very simple story. They are maintaining their plenary year guidance for fiscal '19. They had a decent quarter, they had a lot to do. They are cautious of the macro environment in which we're operating. However, the first quarter did demonstrate solid progress, and they saw signs of traction on key investments in parts of their business, that gave us assurance in maintaining their guidance for the year.

    Finally, I'm going to near my comments with some accounting housekeeping, specifically the repercussion of two modern accounting standards, revenue recognition and leases. In May 2014, FASB issued ASU 2014-09, revenue from contracts with customers, which introduced modern guidance on how an institution should measure revenue in connection with its sale of goods services to a customer based on the consideration expected in exchange for those goods and services. At the mount of this fiscal year, they adopted ASU 2014-09. The modern standard did not hold a material consequence on their consolidated monetary statements or on their internal controls or monetary reporting, nor enact they believe that the modern standard will hold a material consequence on their consolidated monetary statements on an ongoing basis.

    In February 2016, FASB issued ASU number 2016-02 leases, which will require most leases to subsist reported on the poise sheet as a privilege of use asset and lease liability. The modern guidance further requires the leases to subsist classified and inceptioned as either finance leases or operating leases. unbecoming of their leases are expected to subsist classified as operating leases. They will adopt the modern lease guidance on October 1, 2019, and hold completed a preliminary assessment. As at December 31, 2018, adoption of the lease guidance will hold resulted in recognition of their privilege of use asset and the estimated amount approximately $525 million and a lease liability for a similar amount in their consolidated poise sheet. Importantly, based on what they know today, they enact not believe adoption of the lease guidance at the start of the next fiscal year, will hold a material repercussion on their consolidated results of operations or consolidated cash flows. Their Principal Accounting Officer, Brett Baxter, has joined us to answer any additional questions on these topics during the mp;A.

    In summary, they remain confident that they are doing the privilege things to continue to help the commerce and achieve Sally Beauty Holdings up for long-term success. They understand the challenges, they understand the exigency to execute, and they are marshaling their resources in such a pass as to promote success of their plans.

    Thank you for your time this morning. Now, I'd enjoy to rotate the call back over to Chris.

    Christian A. Brickman -- President and Chief Executive Officer

    Thank you, Aaron. And with that, I will rotate it back over to the operator so that they can rob your questions.

    Questions and Answers:


    Thank you. (Operator Instructions) And their first question will approach from the line of Rupesh Parikh with Oppenheimer. Your line is open.

    Rupesh Parikh -- Oppenheimer & Co. Inc. -- Analyst

    Good morning, and thanks for taking my question. So, on the Sally Beauty Business, so clearly it sounds enjoy Europe was a drag during the quarter. Is it honest to drawl maybe then US commerce could subsist up 1.5% to 2% or is there any more color you can provide?

    Christian A. Brickman -- President and Chief Executive Officer

    Rupesh, they don't rupture apart those segment results, but obviously, you've got multiple puts and takes in the Sally Beauty segment. You've got the lapping the hurricane out of Puerto Rico, you've got some accounting benefit with the loyalty program, although it will subsist neutral for the year. And finally, you've got the negative associated with Europe. Net-net, that's about a wash, it's slight tailwind. And overall, though, we're really pleased with the progress Sally made it, it had a powerful quarter, and hopefully, we'll continue to note those trends.

    Rupesh Parikh -- Oppenheimer & Co. Inc. -- Analyst

    And then as you peruse at the Europe business, how long enact you deem that drag will last? And as you peruse at the environment the past quarter, were there more promotions, clearance activities, is that will wait on your unbecoming margins?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Well, I deem what they would drawl is, far subsist it for us to foretell when Brexit will truly resolve itself or when the civil unrest in France will approach to conclusion, it has had an repercussion on retail and as well as their own results. The noble intelligence is they are making progress on optimizing their business, and they are actually seeing the benefit of the actions we've taken in the last year so that as they draw levers, they can respond to the challenges they see.

    Rupesh Parikh -- Oppenheimer & Co. Inc. -- Analyst

    Great. Then my final question. On your free cash flow, it was down more than 50% year-over-year. It sounds enjoy inventory was one driver. Just nosy what some of the other drivers were there just contributing to that shortfall or the decline year-over-year?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Yes. I wouldn't read too much into it, to subsist honest. They did -- they did do a brace investments over the course of the quarter, minuscule M&A as well as the investment in inventory. We're confident in the overall guidance for the year.

    Rupesh Parikh -- Oppenheimer & Co. Inc. -- Analyst

    Okay, great. Thank you.

    Christian A. Brickman -- President and Chief Executive Officer

    Thanks, Rupesh.


    Thank you. Their next question comes from the line of label Altschwager with Baird. Your line is open.

    Mark Altschwager -- Baird -- Analyst

    Good morning. Thanks for taking the question. Following up quickly on the Sally Beauty comp, I'm wondering if you could just give us a sense for how much traffic contributed to the improvement in North America versus higher AUR related to the modern two-tiered pricing structure?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    We saw improvements in traffic trends without quantifying it. They likewise saw higher AURs, as you called out.

    Mark Altschwager -- Baird -- Analyst

    Great. And then on the loyalty, exciting to hear you're capturing data on 60% of the transactions with the modern program. What inning are you in, in terms of having the systems and processes in Place to leverage that data within your marketing program? Is that a tale for this fiscal year or something to peruse forward to next year and beyond?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    We would drawl they believe that the loyalty program is already having an repercussion -- a positive repercussion on their guest sustain as well as the traffic trends we're seeing. That said, it's only 90 days in, so they hold more to do. We're going to continue to invest behind it from a guest sustain perspective as well as the data science that goes with now having such a near touch point with their customers, and are thinking about how enact they further deploy across their network as well as rapidly ramp up the execution of their contrivance on loyalty, but so far, we're very pleased.

    Christian A. Brickman -- President and Chief Executive Officer

    Just to add to that, Mark. I mean, there's two parts to the program that build over time and you call out both. One is the number of people in the program, which they hope to continue to build that number significantly and the second is your talent to then use the data to offer more material offers. Both of those will build from here. So we've certainly not seen the plenary repercussion or anywhere near to it at this point.

    Mark Altschwager -- Baird -- Analyst

    Got it. And then just one last one, switching to BSG. The comp decelerated a brace hundred basis points on a two-year basis despite some of the recent brand wins, and it sounds enjoy then less of your supply chain pressure. So may subsist if you could just abet us better understand some of the puts and takes on the comp there, how to deem about the progression through the residuum of the year and just may subsist any color on category flat trends at BSG? Thank you, so much.

    Christian A. Brickman -- President and Chief Executive Officer

    Yes. Aaron, why don't you build on this. I deem the reality is, it did expose some sequential improvement quarter-to-quarter. participate of this is self-inflicted. So we've, obviously as they mentioned, had some change in their merchandising organization, and we're working their pass through that. They deem we're making noble progress on it. Some of it they believe is some lingering repercussion associated with the fact that they had significant supply chain disruption, and they disrupted some of their guests, and we're probably paying a tiny bit of a cost for that. Over time, they expect that will fade away. And then last is, we've got to bring more innovation to market, which you'll note us doing in the next brace of quarters. So I deem although they are disappointed with that result, they deem it'll accept better from here, and we're working arduous on it.

    Aaron, I don't know if you want to add anything to it?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    I would just keep that the comp was a 68 basis points improvement over the prior at same time as well as a quarter-on-quarter improvement. soundless negative, soundless labor to do, but we're pleased with the progress the team is making there, but certainly, it relates to regaining the customers that they disappointed from not having the inventory thereafter in the earlier brace of quarters.

    Mark Altschwager -- Baird -- Analyst

    That's helpful. Thanks again, and best of luck.

    Christian A. Brickman -- President and Chief Executive Officer

    You bet. Thank you, Mark.


    Thank you. Their next question comes from the line of Oliver Chen with Cowen and Company. Your line is open.

    Oliver Chen -- Cowen and Company -- Analyst

    Thank you. noble morning. Chris, on the traffic question, how would you assess the traffic trends at Sally versus BSG and where you note opportunity there? And as you enact identify customers, one of the key opportunities is unlocking traffic. What are your thoughts about the structure blocks and timing and what will subsist some of the bigger ideas to abet with that traffic?

    And Aaron, the supply chain changes are quite innovative and really appear enjoy a noble path to digitization. Could you talk to us a tiny bit about the sequencing of the events and how the -- how you've thought about sequencing to minimize risk with the closures and openings and likewise on the JDA side, which is another substantial change to managing risk during change? Thank you.

    Christian A. Brickman -- President and Chief Executive Officer

    There's lots there. So I'm going to rob a start, then I'll hand it over to Aaron to pick up on that. First of all, I think, as Aaron mentioned, traffic trends at Sally hold been improving. There's lots of components to continuing to do that -- continuing for the relaxation of the year in future years. Some of it's loyalty, as they discussed, some of it's structure a stronger loyalty database and their talent to market that database. Some of it will subsist their marketing and media, and we're working on that in terms of how they advertise. Some of it will subsist promotions.

    So as you heard, we've been pushing a fewer, deeper, bigger promotional strategy, where they try and rupture through the clutter with fewer promotions, but deeper ones when they swagger that rupture through the clutter that the consumer sees. And unbecoming of those play a role and obviously, unbecoming the modern products that we're bringing in, that differentiate us and bring modern consumers to their stores. So unbecoming of those are going to play an factor and obviously, we're working on the longer term pieces as well, such as their digital platform and their Vegas test in terms of modern stores. So lots of stirring pieces relative to driving traffic, and we're at early stages, and what they want to enact is continue to trend.

    At BSG, as they mentioned, participate of it has to be, they hold to rebuild their relationship with some of the customers they aggravated and disappointed during the supply chain issues. We're working on that. I deem the team's in a much better position now than they were three or six months ago. And we're working with their vendors on that. And then participate of it is bringing modern innovation to the stores, whether that'd subsist modern color lines, modern hair custody lines, and likewise modern exclusive innovation, whether that'd subsist with their vendors or through their own brands.

    So both of those -- unbecoming that's playing a role. I know there's a lot there, but I deem overall, we're in a noble position as they knock down some of the challenges in some of the -- as well as some of the initiatives we're tackling in order to swagger the commerce forward. Aaron, I don't know if you want to add to that or -- and likewise swagger on to the supply chain piece.

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    I'll swagger on to the supply chain piece. Thanks for the question. Here is how I described it. With respect to their supply chain, those are -- those things that they enact to ourselves and those things that are done to us. In the context of that which we've done to ourself is the physical infrastructure of their supply chain network is overly complex, the product of decades of acquisitions, and it's never been rationalized, optimized or integrated across the businesses. And so the structure closure -- structure closures we're announcing today, they are stand-alone, they don't require changes to their systems, they don't require integration with third parties. These are efficiency opportunities that are privilege in front of us, that will abet us to subsist more efficient with their vendors on where they achieve their inventory, how much inventory they hold and the cost of servicing their stores as well as their e-commerce business.

    It's likewise the case in the context of what we've done to ourselves as we've got subpar technology in the buildings and across the network overall, and you've heard us talk about the JDA implementation, which will certainly help. The further call-out today around OMS and their talent to accept to a Place where their supply chain is flexible, that they will build into over-time. They hold a road map there, we're feeling noble about what this will peruse like, and it will tie in to a broader vision of integrating across their channels, across their businesses with one seamless supply chain.

    In the context of what's been done to us from a supply chain perspective, it's the case that they haven't had the vendor accountability that they should hold for a retailer of their size, and they hold been cautiously testing with a brace of key vendors on what that looks enjoy as they carry forward making noble progress. That will likewise advocate and abet derisk the changes we're making to the distribution nodes that they announced today.

    And the other piece I would achieve on this is again merchandising transformation. We've been added now for six or nine months in that way, erudite a lot as they went through it. We've had some unintended consequences that we've actually been adding talent to that team under the direction of their Chief Merchant, and we're feeling noble about where we're going there and how that will then tie-in from a planning and the allocation perspective into their supply chain and where they carry forward.

    So just to summarize quickly, the structure announcements we're making today, these are quick wins. They don't exigency to enact anything else to accept quick benefit from making those changes. They are testing extensively across virtually every factor that is touching their supply chain. And in particular with system changes enjoy JDA, what I'd explain you is they are being very cautious on the implementation. The team is getting more or less tired of how cautious we're being from a test and learn, test and learn, and we'll then rob the next step perspective, but they deem it's the privilege pass to approach such a material change to their operating systems.

    Oliver Chen -- Cowen and Company -- Analyst

    Thank you. That's really helpful. Their last question is about merchandising and how enact you deem your product and merchandising will evolve in the context of the supply chain changes as well as fewer, bigger, deeper and likewise acknowledging how much private label penetration plus expansion opportunities there are? Because what enact you note happening with the SKU breadth and what you deem the customer wants in terms of balancing modern versus existing as well as product coalesce and making certain you're material to younger customers, would worship your thoughts because product is kindhearted of touching a lot of different aspects of how you're engaging in change.

    Christian A. Brickman -- President and Chief Executive Officer

    I deem -- Oliver, I deem the verity is that their merchandising organization was not as probably ripen as most other retailers. And so, we're making a major investment, as Aaron mentioned, in talent in that organization. I don't deem SKU breadth will swagger up because they hold a lot of lifeless SKUs that probably exigency to approach out. They were not really very noble at that sun-setting SKUs that had been launched years ago and had lost their effectiveness or efficacy. And so there's a random to prune those while they bring in modern merchandise. And you're right, they will subsist very focused on bringing modern exclusive brands as well as modern own brands into the market, and their goal obviously is to create excitement first in their core categories. So you're going to note a lot of innovation in color and care, and that'll subsist a coalesce of exclusive relationships, more BSG and own brands as well as relationships with influencer-linked brands at Sally. And then you'll note other innovation outside of that where they might bring in more known brands or widely distributed brands in some of the other categories that fit well into the fewer, deeper, bigger strategy of promoting those brands to bring traffic into the store.

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    I deem I would add to that. Differentiation for us from a strategy perspective is critical, and they understand that, and that will hold a number of elements. You heard Chris talk at some length around the innovation efforts that hold been under way. You're going to hear more from us on that in quarters ahead as they carry forward, because they understand that their assortment is a key participate of who they are and why their clients are coming to Sally Beauty versus going to mass (ph) or elsewhere.

    With respect to SKU breadth, while we'll constantly hold innovation, we're going to subsist very heedful on what that means from an inventory and confusion perspective with their clients, and actually, we've got initiatives under pass to bring their SKU breadth down as you would expect with noble fiscal management, particularly as they launch the modern concepts in Las Vegas. They are testing and learning on how far can they swagger on that respect to accept the path which comes from the differentiation, but not overinvest in inventory. So I'm quite excited about what they hold under pass within Sally. From a merchandising perspective, I deem it's going to -- the investment for us is going to subsist well worth it, as they carry forward.

    Oliver Chen -- Cowen and Company -- Analyst

    Thank you. The details are really important, solid quarter, best regards.

    Christian A. Brickman -- President and Chief Executive Officer

    Thanks, Oliver.


    Thank you. Their next question will approach from the line of Simeon Gutman, with Morgan Stanley. Your line is open.

    Xian Siew -- Morgan Stanley -- Analyst

    Hi, guys. This is Xian Siew on for Simeon Gutman. They just wanted to kindhearted of dig into the US improvement a bit more and deem about how box color is doing on a sequential basis? Is it kindhearted of driven by better marketing or better products? You kindhearted of mentioned that box color is incremental, but any kindhearted of color on that?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    So here's how you should deem about box color. Box color for -- the first judgement for us to launch box color is to add items to the basket for a significant portion of their customers who are already in their stores and who are leaving their stores to buy box color elsewhere because they were more or less intimidated by pro color at home, right? They hold seen success in that respect, and we're quite pleased with the launch of box color in their stores. They are running ahead of their internal contrivance relative to sales of that product.

    The second strategy for box color is to, at some point, start to reclaim or gain customers from mass and other people who are buying a lower-quality box color somewhere else. We've started initial steps in that respect as well and you'll start to note marketing popping up around the country, calling out their capability there, particularly on their quality. But for the moment, their emphasis is in-store execution or their own online execution around box color to really add to the basket. enjoy I said, we're tracking ahead of plan. They hold not disclosed what their internal plans are, but so far so good.

    Christian A. Brickman -- President and Chief Executive Officer

    And just one minuscule add, as I mentioned on the call, we're adding 10 additional shades for a total of 20, that will swagger in before the terminate of Q2. And it was really essential to us that they got to a plenary palette of shades before they start that second leg to the strategy, that Aaron mentioned, which is to start to recruit mass customers. So at this point, it's more about serving current customers who are leaving the store to buy color elsewhere.

    Xian Siew -- Morgan Stanley -- Analyst

    Okay. Thanks. And then just as a quick follow-up, just wanted to quiz a bit more about the cost savings opportunity, how much more is there through the year? And as they deem about kindhearted of other headwinds, you've kindhearted of invested already in wages. Are there any other kindhearted of substantial headwinds remaining on costs?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Look, what I would drawl is they hold not yet achieved plenary rush rate of the savings we've already identified. They will accept there toward the terminate of this year, although some of those will bleed into '20. And so what you should rob from that is that, they continue to hold opportunity coming their pass that we're actively tracking and pursuing within the commerce and as evidence of that, I would point to some of the progress against SG&A that the commerce made, even in Q1, that we're quite pleased with. And I forgot the second participate of your question.

    Xian Siew -- Morgan Stanley -- Analyst

    Yes. Well, first it was just kindhearted of the buckets of the cost savings. And then on the other side, are there any other kindhearted of headwinds for instance enjoy people hold been investing in wages?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    So great. The two primary headwinds that they saw from an SG&A perspective as they walked into this fiscal year was going to subsist the exigency for further investments in wages given the labor environment in which we're operating as well as the significant investments we're making in the business. For us, the investments for '19 are known, and we're on track against those plans. They hold -- there hasn't been a deviation. So I wouldn't call those a headwind. I would call them, they're participate of their contrivance consistent with their guidance.

    Labor, they continue to monitor literally every month with their stores teams, but they are addressing that as they exigency to likewise drive into further efficiencies on how they contrivance the labor they deploy across their network, and we're making powerful -- the stores teams are making powerful progress there as well. And so unbecoming I can drawl is they feel enjoy we've got their arms wrapped around it. There's nothing different so far than what they were expecting, and we're comfortable in saw that they are confirming their guidance on that basis.

    Xian Siew -- Morgan Stanley -- Analyst

    Okay. Thank you.


    Thank you. Their next question will approach from the line of Olivia Tong with Bank of America. Your line is open.

    Olivia Tong -- Bank of America -- Analyst

    Good morning. Thanks. First, I just want to kindhearted of revisit cash tide because I know you said you don't read too much into it and you're confident on reaching your plenary year target, but obviously, the magnitude of the decline relative to last year is pretty meaningful. So can you abet us build the assurance that you hold with the slower start on free cash tide generation, how you accept there through the residuum of the year?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Sure, delighted to. Yes. There -- in addition to the investment in inventory, I deem I called out during their guidance at the terminate of Q4 that they were likewise taking steps with respect to their IP, and I suspect the inequity you're seeing is driven by those two factors.

    Olivia Tong -- Bank of America -- Analyst

    Got it. So you're expecting that, that's a particularly massive investment privilege now and that will -- obviously, that will hold huge window as the year progresses, and is that the key factor that's driving improvement?

    Christian A. Brickman -- President and Chief Executive Officer

    Yes, it's one of the things going on. I mean, those are multitude -- there's a multitude out there from a maybe to achieve a tiny more color around the AP tale as they optimize the P&L, right, while they hold the opportunity to obtain further discounts and help their cost of goods, right, and they are investing again, so as I called out during their earlier guidance.

    Olivia Tong -- Bank of America -- Analyst

    Got it. And then can you talk about some of the initiatives -- you've got a bunch of powerful initiatives that you talked about during the call. Are you already accruing for the cost of some of these initiatives, whether it's a click and collect or some of the other things that you're doing or should they expect overall that cost will continue to multiply as you fund those initiatives?

    Christian A. Brickman -- President and Chief Executive Officer

    I deem it's going to subsist -- it's unbecoming in their plan, and I don't deem -- many of those initiatives are technology initiatives, they're store initiatives and obviously, there are some initiatives such as service delivery model initiatives and obviously, their digital platform initiatives. So many of those don't drive significant changes in OpEx or spending, but the reality is, there's going to subsist investments as they launch them. So it's unbecoming laid out in the plan, it's unbecoming in their guidance for the year. We're tracking them rigorously. They hold a team that basically tracks every unique week how the progress we're making and manages any deviations accordingly. So I don't deem it should drive us in any pass off of the -- their current trajectory.

    Olivia Tong -- Bank of America -- Analyst

    Got it. Thanks so much. esteem it.

    Christian A. Brickman -- President and Chief Executive Officer

    You bet.


    Thank you. Their next question comes from the line of Joe Altobello with Raymond James. Your line is open.

    Joe Altobello -- Raymond James -- Analyst

    Thanks. Hey, guys, noble morning. So first question, just a housekeeping item, you mentioned earlier that you did note a tiny bit of a benefit on the accounting side in the transition to the modern loyalty program. Could you quantify how much of that helped the Sally comp in the quarter?

    Christian A. Brickman -- President and Chief Executive Officer

    No. Joe. I'll let Aaron jump in here. Joe, what the answer I gave earlier is the answer they can give really which is, there were some puts and takes in the quarter, they were lapping obviously the hurricane in Puerto Rico. They had a minuscule benefit from the accounting benefit associated with the shift to loyalty, and they had a pretty significant headwind associated with Europe, and the net of unbecoming of those is a slight tailwind.

    Joe Altobello -- Raymond James -- Analyst

    Okay. So it wasn't a major repercussion on the comp in the quarter?

    Christian A. Brickman -- President and Chief Executive Officer


    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    I would add qualitatively as precedence of Sally in the US and Canada that I was quite pleased with the same-store sales results of Sally in US and Canada.

    Joe Altobello -- Raymond James -- Analyst

    Okay, that's helpful. And then secondly, you guys hold talked a few times this morning and over the last few months about revamping the promotional strategy; fewer, deeper promotions. You've got a customer basis that I deem is pretty well set in a pass sometimes. How hold they taken to that modern strategy? It sounds enjoy pretty well at least given the indication they saw this morning, but any issues with that in terms of the customer basis being a tiny achieve off by the modern promotional strategy?

    Christian A. Brickman -- President and Chief Executive Officer

    No, I deem we're going to subsist expanding that to BSG as well in coming quarters. But the reality is, Joe, deem about it enjoy this. As they mentioned in the call, there is a significant portion of their commerce that is exclusive, their own brands. And what you're seeing it's doing is pulling promotional activity out of those categories that are not as price-sensitive or that are not available elsewhere and then investing to swagger deeper in categories that are highly competitive in order to win traffic from competition, and the last participate of that is bigger, which has been integrating those fewer promotions across unbecoming of their media and marketing platforms. That strategy is working very well with their customers, they deem it's core to their turnaround strategy, and they will expand that to BSG in the coming quarters as well.

    Joe Altobello -- Raymond James -- Analyst

    Okay. noble to hear. Thank you, guys.


    Thank you. Their next question will approach from the line of Ike Boruchow with Wells Fargo. Your line is open.

    Lauren Frasch -- Wells Fargo -- Analyst

    Good morning, everyone. This is Lauren Frasch on for Ike. Congratulations on a powerful quarter. Given the ongoing Europe volatility that you're seeing combined with a bit of BSG weakness, what signs are you seeing that provide assurance that margin headwinds are going to dissipate throughout the year to accept to your guidance? Can you soundless attain that outlook if these don't inflect? And could you talk about any steps you're taking to combat these margin trends? Thank you.

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    We're delighted to enact so. I deem during my earlier comments, I observed that half of the 80 basis point margin decline was due to the unintended consequences of their merchandising transformation. I would -- what I would achieve within that bucket are things that are well within their control, for which they took their eye off the ball. Things that -- things enjoy striking the deal with a vendor before they rush the promotion, things enjoy making certain we're paying consistent with their discount terms, things enjoy ensuring that the buying is happening in the privilege time period.

    The focus on the BSG margin is relentless, internally at this jiffy because they accept it, they understand that, that's where their focus needs to be. Changes are already occurring both within PSG, within their merchandising team to ensure that their processes are improved, that their technology is enabling where they exigency to accept to, and that the focus is in the privilege Place to ensure that as they carry through the year, BSG is able to succeed the track that the Sally Beauty segment is on relative to continued margin improvement.

    And so I would explain you that it will always subsist the case that they will track what their customer needs and that they will rush promotions from time to time. As Chris has alluded to, they will subsist optimizing that within the BSG commerce and weigh some more to Sally as they carry forward so that's delayed relative to -- that's following the Sally business. But there are a lot of things that they just exigency to enact better that we've got a relentless focus on as they carry forward.

    Lauren Frasch -- Wells Fargo -- Analyst

    Great. Thank you.

    Christian A. Brickman -- President and Chief Executive Officer

    Thank you.


    Thank you. We'll swagger to the line of William Reuter with Bank of America. Your line is open.

    William Reuter -- Bank of America -- Analyst

    Good morning. In terms of the contrivance for a modern DC in Texas, is that something you'll expect that you would subsist structure or you're going to subsist purchasing an existing one, will you lease it? hold you -- enact you hold any thoughts on that at this point?

    Christian A. Brickman -- President and Chief Executive Officer

    I'll let Aaron dig in. My guess is they will peruse at unbecoming options. So the answer is, well, they will investigate unbecoming of those options. The key is that they will subsist putting up a big integrated facility that will cover both businesses in the Texas market.

    William Reuter -- Bank of America -- Analyst

    Okay. In terms of a 500,000 square foot DC, that seems pretty large. enact you hold any sense for context about something enjoy that, what it would cost, as I just deem about CapEx over the next brace of years?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    I enact hold noble context on what it would cost. They are well down the design and implementation process in connection, we're thinking about where their needs are geographically, mechanically, with respect to the capabilities. They hold built into the current $120 million of capital estimate for the year, approximately $18 million of that will subsist tied to this improvement, and there will subsist a much smaller amount in '20 as it carries forward. The facility will not subsist operational until '20 obviously, but we're starting the labor now.

    William Reuter -- Bank of America -- Analyst

    Okay. And then just lastly from me, previously, you had mentioned that you would probably not enact any additional participate repurchases this year as you focus on taking down your leverage metrics. Is that soundless the focus?

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    I would drawl what I've said before, which is we're going to invest first in the business, and you're seeing examples of that on this earnings call, than we're committed to bringing their leverage down, wait tuned on that. And only after they hold the -- those two things accomplished to their solace flat will they repurchase shares. They hold -- I deem I hold said categorically previously that they hold no plans to repurchase shares during '19, that continues to subsist the case.

    William Reuter -- Bank of America -- Analyst

    Great. Thanks for the update.

    Christian A. Brickman -- President and Chief Executive Officer

    Thank you.


    Thank you. They will swagger to the line of Linda Bolton Weiser with D.A. Davidson. Your line is open.

    Linda Bolton Weiser -- D.A. Davidson -- Analyst

    Hi. I believe that two quarters ago, you talked about in Sally Beauty, some cost adjustments to subsist more competitive. But then last quarter, you actually talked about some cost increases that helped unbecoming margin. So -- has the benefit of those cost increases continued to carry forward, and can you just update us kindhearted of where you are in looking at sort of some of the pricing strategies? Thanks.

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Sure. So I'd approach it in a brace of ways. Obviously, they went from a three-tier to a two-tier model as participate of the loyalty change, emphasizing a lower cost for their pros versus harmonizing their retail price. From a capability perspective, they continue to peruse at their pricing by category, where enact they hold differentiation that supports higher cost versus where are they operating in categories that are much more competitive such that they exigency to subsist lower. I would drawl we're participate of the pass down that journey. They are benefiting from their changes to their promotional pricing approaches, there's no doubt about that, but they soundless hold labor to enact in some key categories where they believe they should subsist at parity with other players in some of those categories, and we're continuing to optimize that as they carry forward.

    Christian A. Brickman -- President and Chief Executive Officer

    Yes. And I would say, Linda, in general, across both businesses, the biggest driver of margin will subsist the shift to a fewer, deeper, bigger approach to promotions, much more so than individual pricing activity in any one category.

    Linda Bolton Weiser -- D.A. Davidson -- Analyst

    Great. Thanks.

    Christian A. Brickman -- President and Chief Executive Officer

    Thank you.


    Thank you. And with that, Chris, I'd enjoy to rotate it back over to you for any closing comments.

    Christian A. Brickman -- President and Chief Executive Officer

    Well, thanks, everyone, for your questions today. To summarize, they are playing to win by refocusing their commerce around their differentiated core of hair color and care, improving their execution of basic retail fundamentals and advancing their digital commerce capabilities. They are continuing to drive out costs out of the commerce at the same time, which is enabling the investment in their transformation program. They believe that these strategic investments will accelerate growth in their highly differentiated categories of color and care, and hold us on the path to long-term earnings growth. Thank you for joining us today.


    Thank you. And ladies and gentlemen, today's conference call will subsist available for replay after 9:30 AM today until midnight, February 12. You may access the AT&T teleconference replay system by dialing 1800-475-6701 and entering the access code of 461464. International participants may dial 320-365-3844. Both numbers once again, 1800-475-6701 or 320-365-3844 and enter the access code of 461464.

    That does conclude your conference call for today. Thank you for your participation and for using AT&T Executive TeleConference Service. You may now disconnect.

    Duration: 61 minutes

    Call participants:

    Jeff Harkins -- Vice President of Investor Relations and Strategic Planning

    Christian A. Brickman -- President and Chief Executive Officer

    Aaron E. Alt -- Senior Vice President and Chief monetary Officer

    Rupesh Parikh -- Oppenheimer & Co. Inc. -- Analyst

    Mark Altschwager -- Baird -- Analyst

    Oliver Chen -- Cowen and Company -- Analyst

    Xian Siew -- Morgan Stanley -- Analyst

    Olivia Tong -- Bank of America -- Analyst

    Joe Altobello -- Raymond James -- Analyst

    Lauren Frasch -- Wells Fargo -- Analyst

    William Reuter -- Bank of America -- Analyst

    Linda Bolton Weiser -- D.A. Davidson -- Analyst

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    Future of Content Marketing: commerce & Scaling Beyond the uproar | true questions and Pass4sure dumps

    Content marketing growth is about evolution, not revolution.

    There has been no revolution in the content marketing space. People hold been publishing content since the days of cavemen carving on cave walls. The rapid fusion of search and gregarious digital technologies combined with a rapid desire from consumers and audiences to engage in modern and creative ways has achieve content marketing as the hotspot on the search marketing ‘heat map’.

    There is no doubt that growth and interest has evolved over time and has been heavily influenced by Google’s algorithmic changes (Panda, Penguin, and Hummingbird).

    Every individual is now a content marketer and every organization is a publisher right?


    Beyond Content 101: Strategy to Scale vs. Tactical Noise


    The Internet is awash with content ideation and best drill for creating and distributing content. In just under 0.28 seconds, the mighty Google served me with over 1,070,000,000 results. Many are fantastic, but many more throng the market with uproar and confusion.

    Clearly, organizations are now becoming more content savvy and consuming media at maximum capacity. However, the key question, challenge, and opportunity for your commerce doesn’t palter within a tactical, 101, best drill document.

    The answer lies within the heart of a business, its culture, and how it scales its operation and produces attribute and material content efficiently.

    The true Issue: Scaling and Measuring attribute Content

    To address the true issue of scale, quality, and measurement, businesses must focus on how to target, structure, and build sustainable strategies and frameworks.

    A lucid strategy and process leads to far more effective implementation of tactics. Unfortunately many businesses focus on too may tactics (for example, B2C tactics in a B2B market) and in-between unbecoming the confusion and mayhem objectives and aims are lost.

    Solutions palter “embedded” within culture and the subsequent strategy and process that follow.

    A 2014 B2B survey from Joe Pulizzi and the Content Marketing Institute highlighted statistics showing the challenges of content production:

    Challenges that B2B Content Marketers Face

    The true commerce challenge with content marketing lies within production and scale. It begins with a streamlined strategy that gives you scope, process, and bandwidth to execute on modern and innovative content marketing tactics without the mayhem.

    If you don’t enact this, then your commerce faces many issues across resource, quality, and RAM (Random Acts of Marketing and gregarious Media).

    As Pam Moore puts it in her excellent article, “These usually terminate up smack in the middle of projects.”

    Teams accept sidetracked by RAM, which eats into commerce time, ROI, budget, and free time; a key source of frustration that many just content marketers can relate to.

    Sustainability and success dependence not just on content creation best practice, but best drill around internal protocol, asset management, and talent management.

    A Content Marketing commerce Solution – Built For Scale

    If you want to do the most of the content marketing evolution, expand upon tactical execution across content, search, and social, and scale to become a “publisher,” it’s essential to build a framework that works.

    In a recent ClickZ article, Aaron Kahlow set down a blueprint for content marketing success by stating, “You really exigency a blueprint – a steer – to abet you accept and wait on track.”

    Scaling Content Within Your Business

    To scale attribute and material content, your culture needs to become the key driver of the following model.

    1. Audience Centric

    The best sort of content always starts with the user in mind. The user, buyer, and audience decides how noble your content is – if it is worth sharing, downloading, and material to their exigency and/or commerce issue. Your content culture must subsist based around the user/buyer and optimizing for them first – your commerce comes second.

  • Understand audience demand – Utilize analytics, survey your audience, and invest in search, social, and market research. Start with the basics. It’s economics 101 – demand and supply. As Lisa Barone puts it, “Without this step, you’re creating content for a gloomy leeway and hoping there are people biting. With personae in hand, you not only accept to note the people you’re writing for, you become their best friend.”
  • Take time to identify and drill down into the different types of personas of people with whom you want to connect and understand. This extends beyond just economic buyer personas. You can swagger a flat deeper and dive into individual personal personas (what is in it for them). accept psychological not just economical!
  • Essential Further Reading:

    Audience centric content culture starts with what the audience wants and can then subsist matched to what your company can offer them. This should subsist objectively driven.

    2. Objectively Driven

    We unbecoming hold a multitude of reasons for producing content. This can sweep from subjective motives such as a personal desire to raise your brand profile, the simple want to participate information and insight and, for some with no experience, to prove your worth as a content marketer and industry expert.

    For businesses, content production has to subsist objectively driven with a lucid flat and crystal message. attribute content must serve a purpose.

  • Ensure that before you start your content creation process, you conform on your aim. Is this to deliver timely insight and data, meet a set commerce objective or goal, advocate a marketing message, or match a product innovation to a market need?
  • Once you’ve established your flat and gained buy-in from material stakeholders in your commerce across sales, client, product and marketing services you can then, and only then, start to craft your message and deem about assets.
  • This is a captious stage of the content process and it is where many companies can approach unstuck. If you don’t establish the flat and key message you will blow vital content time and resource. Bottlenecks are created as stakeholders swagger back and forth editing multiple versions of content and messaging.

    This is something I enjoy to call “Version 30” syndrome.

    Essential Further Reading:

    Ensuring that you set your objectives (aim, message and goals) – brand awareness, product marketing, demand generation, sales creation, customer marketing and thought leadership – allows you to then focus on how your commerce can efficiently build assets/content forms that engage with your audience and scale production within your commerce efficiently.

    3. Process Orientated

    This is without doubt the biggest challenge that businesses face. Content can drop flat without a rigid process in Place for content production, curation, and distribution.

    We live in a world where everyone wants to subsist a content marketer. Everyone has a point to prove and wants to add value to the content chain.

    For some, there is a genuine judgement and genuine sustain and value. For others it is subjectively driven, political focused, and actually devalues the attribute of content.

    Anyone can bear content. achieve a pen to paper and there you hold it! Note: It may subsist crap though!

    Producing attribute content (in line with 1 and 2 above) is a whole different ballgame where set playbooks don’t apply. Creative process applies.

  • Ensure that you hold a process in Place that allows you to create compelling content using your brightest minds. Manage your content marketing talent.
  • Differentiate between accountability and ownership. hold lucid steps in Place during the content production process to ensure one person has accountability and drives production of the content.
  • Ownership is when multiple stakeholders exigency to become involved (product, design, and so forth). The person accountable for content creation transfers ownership of key areas and project manages accordingly.
  • If you labor with external parties (such as additional content creators, designers, gregarious and PR partners) then do certain that they are participate of this process and managed in line with the above three points. Your commerce should drive this process.
  • Process is an area where strategy and tactics unite. lucid processes ensures that they sync together efficiently for scale.
  • Ensure that you hold the privilege people producing and leading content production. hold lucid timescales and processes in Place for design and asset building.
  • Set lucid processes in Place for production and distribution that involves including the privilege people (skill and mindsets) at the privilege time. Your commerce and content team will embrace a number of left and privilege brain thinkers.
  • Content Creation Brain

    Essential Further Reading:

    The content creation, curation, and distribution process is where strategists and master tacticians thrive. Creative rules in this environment. From co-created, crowds-sourced and co-branded through to visual, gregarious and influence based search and strategies and tactics – now is the time to shine. In order to “shine,” you exigency to measure.

    4. Built to Measure

    Not everything you enact around content can subsist numbers driven. However, everything you enact around content, search and gregarious should subsist built to measure. Search, gregarious and content marketing are interlinked so it is essential to measure different things as participate of a bigger picture process.

  • Set measurement goals in line with your commerce objectives and goals.
  • Map metrics to various stages of your user journey.
  • Ensure that gregarious media metrics lead/play a big role in your content performance evaluations.
  • Utilize combinations of search, social, analytics and internal (CRM/CMS) tools to do a start on tracking your content performance from creation to revenue.
  • Content, search and gregarious – there is always a metric to measure so utilize various tools and platforms and build your own measurement system.
  • Media Value Measure

    Essential Further Reading:


    When people quiz me “why does x bear so much more content than y” and “how does x create so much tryst and drive z amount of demand,” I always highlight three things that effective content marketing businesses have:

  • A community culture of content across unbecoming its organization – creators, collaborators and authors – no content silos. It isn’t just the role of marketing to bear content.
  • A streamlined set of processes for the management of talent and production and distribution of content across multiple commerce functions.
  • A systematic pass of measuring content value at each stage of it’s consumption, amplification, tryst and journey through the user journey and your internal commerce journey/targets.
  • Smart businesses build stalwart content cultures.

    Strong cultures and lucid processes do scaling attribute content an achievable and enjoyable process for everyone involved. Without a culture of content businesses bear hectic, reactive, hub-and-spoke content that often falls short of the label in terms of aims and objectives.

    If you master the four steps above, then your content will scale organically and efficiently – the content halo.

    Author’s Note: Hat tip to Alex and Anna Moss at Firecask for helping me check this and keeping me sane whilst I wrote this.

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