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Gig – Flex – Project and Freelance Workers and Employers seeking scalable, quick to deploy and highly job relevant skilled resources with an innovative, integrated and singular platform offering flexible options to quicker to market and more cost effective business outcomes with Employers.
Gig Workers are quickly deployed, have up to date job skills and are scalable and adaptable to changing environments.
Let us be part of your long term strategy for finding Gigs or creating business deliverables with the partnering of Gig Workers.
In today’s fast changing markets and economy, producing business outputs and outcomes to stay relevant and profitable is not always easy.
Get paired with a specialized, full-time, or freelance recruiter so that, right from the start, you get exactly what you need in a new hire, or a new job. Our recruiters are experts at matching creatives, marketers and technology mavens with businesses in need of top talent.
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Quickly fill shifts, scale your workforce, or place extra hands on deck with Get Workers.
We’re Making Work More Accessible
We create job opportunities that truly work for everyone. We’re helping people access work that typically face barriers to traditional employment through accessible opportunities and non-biased matching practices.
We hire the best
So you can simplify your search. Each Fulcrum employee is highly qualified, fully-vetted and compliant so you don’t have to worry about filling your staffing gaps. Simplify your staffing with Fulcrum so you can focus on bringing your business to the next level.
Full-time workers require full-time shifts. Using Fulcrum pool of temp workers ensures that you only pay for the resources you need at the time you need them.
We are on a mission to help job seekers access opportunities and business find and retain talent in an ever-changing employment landscape.
You are welcome to offer any of our temporary workers a full-time position without placement or temp-to-perm fees. It’s our way to ensure you see us as partners helping you and your business.
We have a passion to allow our staff to build their schedules, preventing burnout and leading to more effective work.
We believe there’s a better way to achieve success. A better way for our professionals to balance their work and life. A better way for our business partners to engage and fill staffing gaps to ensure their business runs smoothly.
We Take Care Of
We connect workers with businesses—big and small. Whether you’re finding new ways to earn, or filling your staffing needs, it’s just a few clicks away.
We build trust through responsible actions and honest relationships, and treat people with respect, dignity, and professionalism
Provide our staff and clients with innovative technology and superior quality, value, and support
Value and develop our staff’s diverse talents and independence
Hold our clients, staff, and ourselves accountable for our words, actions, and results
Marketing spending is an organization’s total expenditure on marketing activities. This typically includes advertising and non-price promotion. It sometimes includes sales force spending and may also include price promotions. In a survey of nearly 200 senior marketing managers, 52 percent responded that they found the “marketing spending” metric very useful.To predict how selling costs change with sales, a firm must distinguish between fixed selling costs and variable selling costs. Recognizing the difference between fixed and variable selling costs can help firms account for the relative risks associated with alternative sales strategies. In general, strategies that incur variable selling costs are less risky because variable selling costs will remain lower in the event that sales fail to meet expectations.
This metric’s purpose is to forecast marketing spending and assess budgeting risk. Marketing costs are often a major part of a firm’s overall discretionary expenditures. As such, they are important determinants of short-term profits. Of course, marketing and selling budgets can also be viewed as investments in acquiring and maintaining customers. From either perspective, however, it is useful to distinguish between fixed marketing costs and variable marketing costs. That is, managers must recognize which marketing costs will hold steady, and which will change with sales. Generally, this classification will require a “line-item by line-item” review of the entire marketing budget.
Rather than varying with unit sales, total variable selling costs are more likely to vary directly with the monetary value of the units sold – that is, with revenue. Thus, it is more likely that variable selling costs will be expressed as a percentage of revenue, rather than a certain monetary amount per unit. The classification of selling costs as fixed or variable will depend on an organization’s structure and on the specific decisions of management. A number of items, however, typically fall into one category or the other – with the proviso that their status as fixed or variable can be time specific. In the long run, all costs eventually become variable
Over typical planning periods of a quarter or a year, fixed marketing costs might include
- Sales force salaries and support.
- Major advertising campaigns, including production costs.
- Marketing staff.
- Sales promotion material, such as point-of-purchase sales aids, coupon production, and distribution costs.
- Cooperative advertising allowances based on prior-period sales.
Variable marketing costs might include:
- Sales commissions paid to sales force, brokers or manufacturer representatives.
- Sales bonuses contingent on reaching sales goals.
- Off-invoice and performance allowances to trade, which are tied to current volume.
- Early payment terms (if included in sales promotion budgets).
- Coupon face-value payments and rebates, including processing fees.
- Bill-backs for local campaigns (a bill-back requires customers to submit proof of performance to receive payment or credit whereas an off-invoice are simply deducted from invoice totals). These are conducted by retailers but reimbursed by national brand and cooperative advertising allowances, based on current period sales.
Marketers often do not consider their budgets in fixed and variable terms, but they can derive at least two benefits by doing so.
First, if marketing spending is in fact variable, then budgeting in this way is more accurate. Some marketers budget a fixed amount and then face an end-of-period discrepancy or “variance” if sales miss their declared targets. By contrast, a flexible budget – that is, one that takes account of its genuinely variable components – will reflect actual results, regardless of where sales end up. Second, the short-term risks associated with fixed marketing costs are greater than those associated with variable marketing costs. If marketers expect revenues to be sensitive to factors outside their control – such as competitive actions or production shortages – they can reduce risk by including more variable and less fixed spending in their budgets.
A classic decision that hinges on fixed marketing costs versus variable marketing costs is the choice between engaging third-party contract sales representatives versus an in-house sales force. Hiring a salaried – or predominantly salaried – sales force entails more risk than the alternative because salaries must be paid even if the firm fails to achieve its revenue targets. By contrast, when a firm uses third-party brokers to sell its goods on commission, its selling costs decline when sales targets are not me.