The 5 Building Blocks For A Sustainable Content Strategy - #SPS2015

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  • #SPS2015

    The 5 Building Blocks For A Sustainable Content Strategy

    SPONSORED BY:

  • #SPS2015

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    #SPS2015

    Demand Gen Report: @DG_Report Kim Zimmermann: @KimZim2764

    Content4Demand: @Content4Demand Dana Harder: @DanaHarder

    Ma5hew McKenzie: @mstuartm

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    About Demand Gen Report Tracking best pracIces in lead

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    Panelists MODERATOR: Kim Zimmermann Sr. Managing Editor, Demand Gen Report

    Dana Harder VP of Client Strategy Content4Demand @DanaHarder

    Ma5hew McKenzie Chief Content Officer Content4Demand @mstuartm

  • The 5 Building Blocks For A Sustainable Content Strategy Dana Harder, VP Client Strategy, Content4Demand MaO McKenzie, Chief Content Officer, Content4Demand

  • CONTENT4DEMAND 8

    Agenda

    THE STATE OF CONTENT MARKET ING

  • CONTENT4DEMAND 9

    IF CONTENT IS GOOD

    MORE CONTENT MUST BE BETTER, RIGHT?

    90% of B2B marketers now use content markeIng

    73% produce more content than they did a year ago

    55% plan to increase their content markeIng investments

    T H E S T A T E O F C O N T E N T M A R K E T I N G

  • CONTENT4DEMAND 10

    BUT NOW WE HAVE

    CONTENT FATIGUE! Inside out: The markeIng selfie. ReacLve: The customer speaks, you respond (oken too late). Generic: One-size-fits-all is an insult, not a strategy.

    T H E S T A T E O F C O N T E N T M A R K E T I N G

  • CONTENT4DEMAND 11

    THIS IS NOT SUSTAINABLE . . . The content faIgue trap: MORE and MORE content LESS and LESS response. Its a vicious cycle and we know how it ends:

    T H E S T A T E O F C O N T E N T M A R K E T I N G

  • CONTENT4DEMAND 12

    BUT WE CAN FIX IT.

    T H E S T A T E O F C O N T E N T M A R K E T I N G

    The 5 Building Blocks For A Sustainable Content Strategy:

    1. Personas 2. Content Audits / Gap Analysis 3. Messaging 4. Content / Repurposing 5. Measurement

  • CONTENT4DEMAND 13

    Agenda

    PERSONAS : GET TO KNOW YOUR BUYER

  • CONTENT4DEMAND 14

    From Theory to PracIce: Applied Buyer Insights Buyer insights are the starIng point on a journey to

    messaging and content to support consistent, impachul and cost-effecLve demand-gen programs.

    P R O J E C T E L E M E N T S & G O A L S

    PERSONAS IdenIfy Key Buyer Insights

    MESSAGING Synthesize & PrioriIze Insights

    FRAMEWORK Applied

    Messaging

    AUDIT/GAP Content

    Impact & ROI

    NURTURE Content

    Deployment

    TRACK/MEASURE/ANALYZE/EXPERIMENT/ADAPT

  • CONTENT4DEMAND 15

    Persona Development Process

    This doesnt have to be complex, but it does need to be a repeatable and reliable formula.

    B U Y E R P E R S O N A S : M E T H O D S & F I N D I N G S

  • CONTENT4DEMAND 16

    Persona Development Process

    Getting started: Insights from data sources, internal stakeholders. Customer conversations. Best in class: Quantitative research: Surveys, focus groups. Testing and validation: Assumptions behind the assumptions.

    B U Y E R P E R S O N A S : M E T H O D S & F I N D I N G S

  • CONTENT4DEMAND 17

    Persona Development Process

    Identify target market/audience segments. Organize insights by key business/behavioral categories: Buying triggers: WHY do they take action. Pain points: What KEEPS THEM AWAKE at night? Content preferences: Where are their digital WATERING HOLES?

    B U Y E R P E R S O N A S : M E T H O D S & F I N D I N G S

  • CONTENT4DEMAND 18

    IT Leader: ConservaLve vs. Progressive Mindset

    This job role appears to embrace two segments with surprising differences. One segment is highly engaged, opImisIc and focused on turning IT into a source of strategic business value. The other segment can be more conservaIve and even cynical about business-IT collaboraIon, the use of technology as a compeIIve differenIator and other issues. For the la5er group, technology value is largely a quesIon of idenIfying and validaIng tangible business benefits.

    Profile Snapshot

    Titles I May Have: CIO, IT Leader or Director, IT Manager (at smaller firms), VP of Technology

    Buying Role Specific IniIaIves Top Pain Points General PrioriIes

    Measures of Success

    Watering Holes

    Vendor Eval. Criteria

    Buying Triggers Contract expiraIons. Serious issues with an

    exisIng technology provider.

    Major downIme events or tech-related disrupIons that can be addressed by changing vendors.

    BUYER PROFILE CORE PERSONA IN

    FORMATIO

    N

    Evenly split between primary decision-maker and recommender/ influencer. When self-idenIfied as a recommender, the CEO/Owner is usually cited as the decision-maker.

    Assessing and maintaining network/Internet capacity.

    EvaluaIng and implemenIng managed IT services as part of a broader cost-and-efficiency iniIaIve.

    IT security iniLaLves are now a huge part of many day-to-day priority lists.

    AcIonable analyIcs and BI iniIaIves. [ConservaIve] IT infrastructure assessment

    and implementaIon.

    Working with business stakeholders to support innovaIon and growth.

    Long-term strategy and planning. Modernizing and upgrading technology

    systems. Staying ahead of IT security threats. [ConservaIve} Controlling costs and finding

    ways to do more with less. [ConservaIve] Keeping the lights on basic

    maintenance acIviIes.

    Security threats that pose a criLcal risk to company systems, data stores and business processes.

    Business applicaIon downIme - with or without a cyber-security aspect to the problem.

    Network reliability/capacity limitaIons. [ConservaIve] Dealing with outsourcing and

    headcount/budget cuts related to percepIon of IT as a cost center.

    Efficiency in this case with a focus on maximizing the ability to use exisIng resources to serve more aggressive business goals.

    Reliability: The key impact in this case is about business impacts (e.g., unplanned downIme for key systems) the most direct threat to the IT leaders credibility and job security.

    Mostly in line with global average content preferences.

    Web search. Technology news publicaIons and web

    sites. Vendor web sites. Analyst reports. Not generally recepIve to vendor-supplied

    content; excepIons in cases where the vendor is known and trusted.

    Tangible business impacts are extremely important to this group, with over 75% ciIng as a top factor.

    Employee producIvity gains reflect the same focus on specific and acIonable success metrics.

    Delivered on promised features or capabiliIes.

    Minimal impact on exisIng IT staff and resources.

  • CONTENT4DEMAND 19

    Agenda

    AUDIT/GAP ANALYS I S : RO I RESCUE

  • CONTENT4DEMAND 20

    WHY AUDIT?

    Where to focus new content investments.

    When to update/repurpose/reIre content.

    Which assets have quality/usability issues.

    Which buyers/stages are not yet addressed.

    What content is available for turnkey campaign use.

    C O N T E N T A U D I T & G A P A N A L Y S I S

    B2B marketers rouInely spend MILLIONS on content they never use. A content audit enables you to FIND and FIX the underlying problems.

  • CONTENT4DEMAND 21

    WHAT AND HOW TO AUDIT

    T YP I CA L AUD I T C R I T E R I A : Content format Date created Repurposing potenIal Age & vulnerability to aging Problem assets Persona alignment Buyers journey alignment Product/soluIon menIons

    C O N T E N T A U D I T & G A P A N A L Y S I S

  • CONTENT4DEMAND 22

    A P P L I E D M E S S A G I N G , C O N T E N T S E L E C T I O N & G A P A N A L Y S I S

    THE GAP ANALYSIS

    The quesLon: What content is available for a campaign targeIng a given persona, message/topic focus and buyers journey stage? A gap analysis shows whats missing allowing you to make smart use of scarce resources and create content where you need it most.

  • CONTENT4DEMAND 23

    A P P L I E D M E S S A G I N G , C O N T E N T S E L E C T I O N & G A P A N A L Y S I S

    THE GAP ANALYSIS

    S T A G E C O N T E N T O P T I O N S / N O T E S S T A T U S G A P ?

    Inform Client PerspecIve: InnovaIng the Way You Innovate Turnkey

    Trigger BT 2020: IGTs Future in the Empowered Era Turnkey

    Benefit BYOD Delivers on IT Leaders ExpectaIons Turnkey

    Diff. Shadow IT & the Rise of the Cloud Turnkey

    Bus. Case Looking to Run a More Efficient & Cost-EffecIve Business? (Should be updated to arIculate s