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Your Mid-term Content Marketing Review

According to the Content Marketing Institute’s (CMI) 2016 Reports 69% of B2C and 70% of B2B marketers are creating more content this year than last year. The fight for customer attention, spend and loyalty is more intense and now is a great time to review and act on how you have fared so far.

On the one hand there is research to suggest that more marketers have a documented content strategy, and no doubt eyebrows have been raised about the standard of quality content production and distribution. On the other hand it seems to me that many marketers and business leaders are still struggling with the organisational and content marketing issues of yesteryear, and are finding it very difficult to gain the desired traction in their content marketing efforts.

As a daily content surfer across blogs, websites and social media channels I still see a significant slant towards the quantity over quality content approach as well as dozens of link bait articles likely to hurt bounce and conversion rates not to mention search rankings.

Having analysed various companies efforts I dig deeper I find a lot of wasted content potential that is not advancing search (keywords, SEO, PPC ) tactics and conversions as much as it really could, as well as consistency and integration issues across the offline and online marketing channels.

Yes we are up against it. Content marketing is still an emerging philosophy with inherent challenges constantly under tactical development, particularly when it comes to measurement. However there are many instances where we as marketers need to shoulder some responsibility for marketing that is poorly aligned to business goals, and content marketing efforts that are failing for lack of an understanding and relationship with the sales funnel and customer journeys.

Are these the signs of resource or capability issues? Is there outsourcing issues that need to be collaboratively addressed? What internal working issues hold you back? Have stakeholder relationships not been correctly analysed and managed?

Now is a good time to assess the root causes and make the achievable adjustments/ changes needed to enhance your performance for this year and identify some of the learning’s to develop next years plan. So the following is a range of considerations that will help you review and improve your content marketing efforts.

Analyse your Content Marketing performance

Mistakenly assumed to be a straightforward task the challenge is to establish credible answers to the most important questions. How is our content advancing your strategic and organisational goals? Are you performing better than last year? How do you fare against your competitors? How can we improve?

Remind yourself – What is Content Marketing?

Whilst sales is one of the goals and there is an emergence of content used in the social selling process it is important to remind ourselves that it is not a tactic best led by sales goals. The core purpose is to start conversations with customers and prospects, focusing on all stages of the buying process and multiple personas, from brand awareness through purchase and loyalty to brand evangelism.

Marketing giant, Marketo recently reminded us of 6 good rules of execution to follow subject to my edit below:

  1. It’s not promotional
  2. It is relevant and contextual – be useful
  3. Answer a business question, solve a pain point or entertain – to build the trust and reliability useful to lead nurturing or engage an emotional response
  4. Ensue it’s well written
  5. Be relevant to your company objectives
  6. It gives proof – e.g. research, quotes, testimonials, actual metrics, stats

Why do I need a Content Marketing Strategy?

Without a content marketing strategy in place there would be no road map to produce goal focused content that engages in an integrated and measurable way.

Your strategy sets the focus for your creativity and innovation processes that lead to producing a highly effective portfolio of paid, owed and earned content. It is also is the impetus for collaboration and marketing integration across your business functions and roles to improve marketing in and consistent, effective and efficient way.

Regardless of what type of marketing tactics you use, quality content should underpin all forms of your offline and/or online marketing.

Overview: The 7 Pillars of Content Marketing Strategy

A diagram of the 7 pillars of content marketing
I wrote recently about the 7 Pillars of Content Marketing Strategy which explains top topic and structure in greater details and provides tips to excel but an overview is as follows:

  • Plan for Purpose – Your clearly defined objectives and business goals for content e.g. brand awareness, lead conversion, customer loyalty/retention, build email subscribers
  • Audiences – The details about your target segments / personas
  • People – Assimilating the key people and planning the tasks, responsibilities and procedures for everyone in the content process
  • Storyline and Principles – The brand story and propositions for the campaign including style guides, tone, design
  • Platforms – Decisions about where you will source, create, publish and amplify content
  • Processes – Outlining the series of repeatable actions for each piece of content
  • Performance – Specifying the budget, benchmarks and measurement KPI’s and metrics for control and monitoring success that matters

For more description, guidance and tips please read the article…

 Schedule a Content Audit

If you haven’t done one already perhaps it will be a good time to schedule a content audit to appraise and adjust content in terms of position, links, search value, accuracy, consistency and relevancy.

The overarching issue is whether each item within your content inventory is relevant to both your customers’ needs and your needs. An audit will help you clearly understand where you are, where you are going and identify and gaps for consideration.

During the process it is also beneficial to refresh content because as an ongoing concern out of date content is annoying and bad for business.

It is well worth investing time out at least mid-way through implementation season to consider these key factors and take necessary action. For some the process will validate much of an already successful year, highlight the need for a few pats on the back and spur on greater performance. For others I hope that it serves at as the catalyst to boosting your performance beyond your targets.

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaigns and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

Better Stakeholder Management

Marketers and business leaders are constantly being pulled in multiple directions and are often working to multiple priorities. Sometimes it feels like everyone and their dog has an interest in what you are doing, and at any moment someone will pop up with a ‘drive-by’ requirement or concern for immediate attention. It can throw a monkey wrench in that perfectly planned project.

The increasing number of  communication channels, more savvy customers and advancing technologies means that business leaders and marketers must work extra hard to churn out targeted messages that positively engage and satisfy a broad set of stakeholders.

If not carefully managed, disgruntled stakeholders can become problematic as they attempt to have their priorities addressed first which can lead to fire fighting the potential for conflict, poor responsiveness and dis-organised chaos.

9 Tips to Better Stakeholder Management

  1. Do a good stakeholder analysis

There are many different internal, external and connected stakeholders or stakeholder groups connected with your project all with different resources, influence and expectations. The common problems with stakeholder management typically lie somewhere between insufficient preparation, planning and foresight.

Tips:

  • Identify and analyse your stakeholders using How to do a Stakeholder Analysis
  • Use your Power / Interest grid as a snapshot picture of your priority stakeholder(s) interests, issues and current to future status towards your project / organization
  • Use a red, amber green system and arrows to highlight the current status and shifts needed as a result of your project

Diagram of a sample power interest stakeholder model

 

  1. Plan your approach to stakeholder management

The resources that you allocate to stakeholder management should be directly proportionate to the size and difficulty of your projects and goals, the time you can make available for communication, and the amount of help that you may need.

Tip: Consider you/ your teams strengths, weaknesses, opportunities and threats (SWOT) to inform your approach

  1. What do you want from each stakeholder?
  •  The desired support – high, medium, low
  • The desired project role (if any)
  • The desired actions desired (if any)

Tip: Know and understand your strategic goals and how they advance the business objectives to help prioritize stakeholders based on the highest overall business return

  1. Prioritise Stakeholders

There are just not enough hours in the day or money in the bank to service and communicate with everybody and in truth not everyone will advance the pursuit of our goals and objectives.  Decide who to focus on and take a monitoring and/or defend approach to the others on a needs must basis.

Tip: Select primary targets and a second group (optional) to nurture with ‘fill-in’ resources when possible

  1. Draft the key messages to communicate effectively and efficiently

Aligning values, incentives and motivations around your project/ organization requires both effective communication and an active dialogue.On the one hand we need to creatively devise ‘on brand’ key messages for mutual benefit. On the other hand we need to go to war to grab their attention via a combination of ‘best fit’ communication channels (as determined by you), factoring in the level and intensity of communications, actions needed and desired outcomes for each.

Tips

  • Create and share a communications matrix for a clear and concise snapshot update throughout the project term
Who to reach Messages Best Channels Desired outcomes Budget
         

 

  • Personalized marketing tactics are proving highly effective
  • Internally – align projects with stakeholder’s goals and objectives both vertically and horizontally. Include internal stakeholders early on is the project process as co-developers to aid ‘buy in’ 
  1. Action with small steps

Tip: It is far better to implement your approach with shorter action, goals and review cycles based around 2-way communications and near–time insights. This will enhance your stakeholder relationships based upon frequent and effective dialogue with the key players.

  1. Provide visibility

There are two main principles here. First, we cannot communicate to others something which we do not know about. Secondly, a lack of open communication leaves the door too far ajar for unfavorable assumptions. Both have the potential to undermine your credibility and efforts.

Tips:

  •  Shape up internally to share news, intelligence and near/ real-time performance updates about the project / organization.  The good news is that it is increasingly possible with various communication and analytical technologies
  • Manage stakeholder expectations early doors with clear expectations about communication, timelines, and budget to help them understand your environment and how best to work together. This will build understanding, your credibility and reliability.
  • It is inevitable that new priorities and work requests will emerge so only allocate up to 70% of your time to planned work to leave time for flexibility
  1. Automate and streamline wherever possible

Tip: Define uniform processes and templates in order to streamline communications between different stakeholders.

  1. How will you know when you have achieved your goals and objectives

 It is a relationship best served and understood by engaging in two-way communications underpinned with appropriate listening methods and a well devised set of KPI’s and metrics that feed your goals and objectives.

Tips:

  •  Use the 80:20 listening rule – it’s no longer what we say it is… it’s what they think and feel it is
  • Keep the end game at the forefront of your minds and action. Devise and report on KPI’s and metrics that advance the strategic and business objectives. Keep activity metrics at the performance improvement level
  • Track effectiveness and efficiency separately to help optimization

 

Following these steps will help reduce the impact of stakeholder ‘drive-by’ concerns or requirements that can negatively disrupt project performance and will provide a clear view of the progress being made. The added visibility in particular will also encourage discussions about how implementing any new deliverables will affect outcomes, deadlines, and resources.

 

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaigns and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

Making Big Data a Little Smaller

Big data continues to provide exciting opportunities for small, medium and large businesses to optimise business spending and become more customer-centric. Many marketers and business leaders are already using data, but there are increasing pressures to go beyond the use of mere intuition and increase the use of data backed decision making across the business.

The key issue for marketers is about how clever we can get with the data. Big data means nothing if we cannot turn it in something of value such as unique actionable insights, optimized processes, fuel for personalisation, more responsive marketing and improved customer experiences.

Once the ‘right’ types of data is flowing in to your organisation people still have to make the connections to derive value. It is how you turn the data in to market intelligence and that intelligence in to actionable insights that really matters. But many marketers can get overwhelmed by the volume, velocity, variety and veracity of data to the point of temporary paralysis and the ineffective use of data.

8 Tips That Make Big Data a Little Smaller

  1. Don’t collect data for data sake it will only get in the way

Make sure you are only collecting data that is relevant to achieving the business mission, long-term and short-term objectives. Plan ahead and consider scenarios to establish the parameters for data collection

  1. Become familiar with the internal and external data already being collected

Look across your organization and understand the types of data that is already being collected, what types of data can be used, where it is stored and whether it is already being converted in to usable intelligence such as news and reports

  1. Be clear and solely focus on the issue(s) you are trying to understand

Let the specific problem, trend, behaviors, or need be the guide instead of the data which could take you off the beaten track and lead to the perils of unnecessary data overload

  1. Proceed with questions

Start by asking a simple question: what are you trying to figure out? For example, you may want to know how customers move through your sales funnel. Do they call first? Do they visit your website, then call? Where do customers originate from online? Let the data answer the who, what, where, when, why and how

  1. Deconstruct the issue and start the solution with… why?

A good way to develop insights in to the root causes of particular issues so that you can develop creative solutions is to use Sakichi Toyoda’s simple 5 Whys technique. When an issue arises, simply keep asking the question “why” no fewer than 5 times and on each occasion look for answers that are grounded in fact and supported by data. Continue until you reach the underlying source of the problem, and until a robust counter-measure becomes clear

  1. Consolidate, integrate and evaluate

It should be the goal for your IT infrastructure to support the growth of big data alongside analytic tools to analyse enormous, varied and rapidly changing datasets in a consolidated and integrated way.  The technology will quickly aid analysis but it is for marketers / business leaders and their team(s) to earn their crust by interpreting and evaluating data in ways that extract the real value

  1. Overlaying data to tighten things up

It is common for broad data sets to still be used in other areas of the business and via external advertising agencies. To improve returns on investment and increase marketing effectiveness it is important to share your insights both internally and externally. For client-side marketers working with advertising and creative agencies it is a relationship best viewed as a collaborative partnership to deliver your business objectives. A great way to align the specialist resources, capabilities and efforts of the agency with your business objectives is to overlay their broader data sets with your hard-earned insights to inform the brief, execution and ongoing development of your campaigns.

  1. Communicate and collaborate to activate creative solutions

Share relevant market intelligence; invite feedback and solutions internally as part of the ongoing knowledge management process. Sweetspot insights and creative ideas can come from anywhere inside and outside of the room so just fuel the fire and help it burn

 

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaigns and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

Implementing Multichannel Marketing & Inspiring Collaborative Change

team-leader-2-1

Shoppers do not shop exclusively ‘online’ or ‘offline’ they shop on a ‘best fit’ basis influenced by a range of one and two-way communications across multiple channels. Multichannel marketing strategy is not merely about extending the communications and commerce pipeline to our target customers. When combined with technology it is also the means by which we can understand the complexity of modern day shopping habits so that we can optimise our marketing activity for future business growth. To do that, we need to increasingly understand the value of each channel at an individual and combined level.

Such a shift does have an impact on the internal structure and operations of your business. The very best results come from well-managed transitions that inspire positive and collaborative changes within your marketing team and horizontally across the business, particularly with the sales team(s) which can be very challenging but ultimately very rewarding.

Attribution Modelling Can Impact Assigned Marketing Budgets

Attribution modelling is about understanding what specific marketing tactics led to the conversion or sale. In today’s multichannel B2B and B2C landscape, where consumers engage with brands on a range of platforms and across multiple devices within a single purchasing journey, the single (last) touch attribution model presents an incomplete picture of marketing ROI.

We as marketers need to know what is working and measuring revenue growth, ROI and conversion rates is one thing but proving the marketing impact on business results to upper management and other business functions is entirely another. This is where successful attribution modelling really helps to increase credibility and secure the necessary budget.

Marketers that will excel both today and tomorrow are those that equip themselves with right tools to measure the impact of marketing spend in each channel at every stage of the customer journey more accurately so that they can optimise and scale up or down their per-channel spending accordingly.

Whilst attribution modelling does continue to have its challenges, rapid developments in technologies are continuing to turn this pipe dream in to a reality. Take the increasing ability to add tracking capabilities to offline channels in ways that digitally infuse offline journeys for instance.

Top Tips

  1. Test technologies to develop the right mix for you. This is one part of the puzzle, increased collaboration and effective communication pipelines to tackle attribution is the other
  2. Develop an understanding of how marketing is affecting the sales funnel to increase revenue and/or brand value. You will be able to devise influential marketing projections alongside your marketing budgets for your plans and campaigns. It helps shift the perception of marketing from being viewed as a cost center to a revenue and/or brand development machine

 

From Old Silo Marketing Habits to Collaborative Marketing

image3From experience I have found that silo marketing habits among agency, retail, leisure and professional services sector marketing teams are increasingly presenting barriers to successfully implementing multichannel marketing strategy, particularly when monitoring marketing performance. Silo working habits have inherent fractures that hinder your ability to fully leverage your collective marketing team and business strengths. Project by project collaboration is great but we need more of it, we need it to become the norm and doing that poses issues that generally fall in to two categories.

The first are the management issues relating to your organisations structure and culture. For such a strategy to flourish leaders should endeavour to have the right structures, processes, people and technology in place at a team and organisational level to support collaborative working.

The second is the ability of managers to adopt a leadership style that motivates colleagues, and facilitates effective communication and collaboration among team members and other cross functional business units.

Top Tips

  1. Audit your current position and plan for improvement
  2. Utilize team and 1-2-1 meetings to reinforce the need to make ‘the customer’ or ‘the brand’ united focus of all activity. Continue to unite, inform and excite the team around the company mission, clear SMART objectives, and align their values with the corporate and brand values
  3. Work towards developing or recruiting ‘generalist’ marketers to be the glue that helps bind together the specialist roles that may exist within silos of your marketing team
  4. Avoid just managing from the balcony and make time to get on the dance floor – Make time to interact with the team / colleagues in order to relate to them at a more personal level. Today’s workforce has motivations beyond pay such as doing ‘meaningful’ work, recognition, development opportunities and social involvement with the team beyond work

 

With Change Comes The Opportunity… To Make POSITIVE Change

image4Getting the best results out of a multichannel marketing strategy may need some changes to be made within the team and beyond it which at the implementation and controls end of your marketing strategy can be quite tricky. But it is always important for us to remember at this point is to remember that we are embarking on a process to bring about positive changes in line with our objectives.

The process provides endless opportunities but to highlight a few:

  • Modifying the structure of the marketing team – develop more agile, innovative, influential and integrated marketing teams that can champion the customer and brand across internal departments
  • Highly influential and predictable multichannel marketing data to inform decision-making
  • Increasing sales and marketing collaboration projects and campaigns that increases profitability
  • Letting the numbers, not hunches or intuition, drive your business decisions. Leading with intelligent data will drive you to the top of your profession.

Top Tips

  1. Find ways to involve management and staff members early in the marketing process with opportunity for input and feedback that informs and encourages wider ‘buy in’ and ownership of marketing strategy and tactical planning.
  2. Encourage collaboration and open communications on an ongoing basis for planning, projects, campaigns and news via IT. Apps and software such as Evernote, Trello, CRM systems, instant messaging and such are very good enablers.
  3. Consultative or persuasive leadership styles are better breeding grounds for effective 2 way communication and collaboration.

We shouldn’t fear change because change brings opportunities and standing still passes opportunity by.

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaign strategy and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

 

4 Small Steps to More Agile Marketing Tactics

Office worker contemplating Agile Marketing solutions

The competitive landscape is becoming increasingly difficult and marketers are expected to do more, achieve more and sometimes with less. Opportunities and threats can emerge at anytime and we need to be able to adapt quickly to ride the waves and avoid the pitfalls to be successful. To do so requires the ongoing commitment to building dynamic capabilities across the business for a more agile marketing approach that supercharges your marketing communications and campaigns via advantageous responsive marketing and real-time marketing.

Responsive marketing takes cues from the near-time customer and competitor insights and values agility and engagement to deliver highly relevant marketing propositions. Tactically, this means listening, more frequent scanning of your marketing environment so you know when and how to interact. Real-time marketing is really a subset of the more strategic, methodical responsive marketing.

Marketers at Oreo were able spark the craze for successful real-time marketing (RTM) with a social media moment during the Superbowl 2013 because they were already highly skilled at responsive marketing.

Not all of us have the resources for opportunistic RTM but many of us can repurpose our resources and planning to properly execute effective near-time responsive marketing with the option to dabble in to significant real-time opportunities. Take the fine example of loosely planned responsive TO real-time marketing by Pantene’s #WantThatHair campaign for the 2013 Oscars that tweeted tips for hairstyles like the celebrities from the red carpet that continued to trend during the 2015 Oscars.

Tips

  1. Develop and communicate a framework for responsive marketing tactics as part of marketing planning to ignite the scope for creative ideas across the business
  2. Scan of your marketing environment more often via Social Media e.g Twitter lists and RSS / blog feeds
  3. Collaborate, Collaborate, Collaborate to create, integrate and build capabilities – internally, cross-functionally and externally to leverage and develop your people’s knowledge, skills and experience
  4. You may want to schedule a regular time to discuss and brainstorm new ideas, set objectives that encourage creativity. Use free collaborative tech solutions such as Trello or your CRM to share and develop ideas from the desk

 

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaign strategy and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

Keep Your Marketing Plans On The Table Instead Of The Shelf

Colleagues at work planning

So it gets to implementation season and it’s time for your marketing plan and campaigns to deliver some excellent business results. Today, one thing is constant for all marketers and that is change, hence the emergence of approaches such as responsive marketing, agile marketing and real-time marketing.

Marketers can no longer rely on drafting an intricate once a year plan to deliver strategic and corporate objectives. That same plan that took weeks or months to put together that often ends up on the shelf during the heat of the action and revisited at the end of the term for review. To really bring great plans to life we need to keep those strategies , plans and campaigns ‘active’  as working documents that lead, control, monitor and develop implementation throughout the term.

As a result your marketing is continually and consistently managed to objectives and strategy so you can deliver highly relevant and effective marketing propositions to your prospects that increases the bottom line.

How to keep your marketing plans ‘active’ and highly effective

 

Keep in touch with your business environment to get ahead

Scanning your external marketing environment(s) for intelligence and insights can be challenging with research, cost and complexity barriers but going beyond the once a year comprehensive scanning for planning is a necessary evil. Many marketers and business leaders adopt an ongoing reactive scanning approach to capitalize on or firefight sudden business opportunities and threats. Whilst that is essential for an unforeseen small window of change it is when it becomes the routine approach that can leave your organization dangerously lagging behind market moves It is then that your strategy and plans can begin to disintegrate with lower quality responses in the heat of the moment. Marketers are urged take a more proactive approach which involves anticipating potential changes via scenario, contingency and responsive marketing planning to develop action plans in advance.

Tips:

  1. Identify your needs starting with reliable and relevant secondary data sources and set up incoming feeds via creating twitter lists, custom RSS/blog feeders like Feedly, and Google alerts as necessary
  2. Use EASY free or low cost software technologies to selectively save, organize, assimilate and share all of your key information and data. I personally use Evernote and the Evernote web clipper across all of my devices for this purpose.
  3. Allocate specific time for scanning (skim only unless critical) for key information to save for later review. Then schedule separate time perhaps on a monthly basis to read, share and action as appropriate.
  4. You may find it helpful to schedule a regular block of time as “buffer time” to deal with unexpected situations

 

Plan – DO – Check – Act

Whatever the method of project managing implementation ensure you underpin the processes, procedures and leadership with a simple Plan – Do- Check –Act (PDCA) loop.  Each cycle of action is followed by reporting and decisions of what to continue, adjust, incorporate and cut back allowing plans to remain current, ‘active’, improved and aligned with strategy and objectives.

Tip

  1. Aim for monthly or bi-monthly cycles for plans less than 6 months and a minimum of quarterly for annual plans

 

Embed a system to identify the need for higher level changes to plans

With the current pace of change in marketing it is important to develop a system to understand and rank the need for adjustments and changes brought on externally or internally as we progress through our plans. Adjustments can be made at a day-to-day activity and operational levels. However changes to plans are likely to have bigger implications at strategic and wider businesses levels that may need significant consideration at the ‘Check’ stage of the project management loop.

Tips  

  1. For emerging or immediate opportunities use the MoSCoW method to help categorize the need for adjustments and change. MoSCOW stands for:
  • Must – A change that must be implemented to attain the plans objectives
  • Should – A critical adjustment or change that should only be included if possible to do so
  • Could – An adjustment or change that is desirable but not critical to success and can be overlooked if resources are limited
  • Won’t – Nice to have but can be done at a later date
  1. For emerging or immediate threats/risks conduct a risk analysis and use a risk impact/probability chart to prioritize the risks that you face. Then manage each risk.

 

Leadership quote from Marvinsroom101 instagramBecome increasingly flexible in your tactics

The competitive landscape is becoming increasingly difficult and marketers are expected to do more, achieve more and sometimes with less. Opportunities and threats can emerge at anytime and we need to be able to adapt quickly to ride the waves and avoid the pitfalls to be successful. To do so requires the ongoing commitment to building dynamic capabilities across the business for a more agile marketing approach that supercharges your marketing communications and campaigns via advantageous responsive marketing and real-time marketing.

Responsive marketing takes cues from the near-time customer and competitor insights and values agility and engagement to deliver highly relevant marketing propositions. Tactically, this means listening, more frequent scanning of your marketing environment so you know when and how to interact. Real-time marketing is really a subset of the more strategic, methodical responsive marketing.

Marketers at Oreo were able spark the craze for successful real-time marketing (RTM) with a social media moment during the Superbowl 2013 because they were already highly skilled at responsive marketing.

Not all of us have the resources for opportunistic RTM but many of us can repurpose our resources and planning to properly execute effective near-time responsive marketing with the option to dabble in to significant real-time opportunities. Take the fine example of loosely planned responsive TO real-time marketing by Pantene’s #WantThatHair campaign for the 2013 Oscars that tweeted tips for hairstyles like the celebrities from the red carpet that continued to trend during the 2015 Oscars.

Tips

  1. Develop and communicate a framework for responsive marketing tactics as part of marketing planning to ignite the scope for creative ideas across the business
  2. Collaborate, Collaborate, Collaborate to create, integrate and build capabilities – internally, cross-functionally and externally to leverage and develop your people’s knowledge, skills and experience
  3. You may want to schedule a regular time to discuss and brainstorm new ideas, set objectives that encourage creativity. Use free collaborative tech solutions such as Trello or any existing system functionality to share and develop ideas from the desk

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaign strategy and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

The 7 Pillars of Content Marketing Strategy

Simply put, without a content marketing strategy in place there would be no road map that outlines your plans to advance your organisational goals supported by metrics or milestones, in a clearly aligned and integrated way.

There are two crucial factors to bear in mind about your content strategy. The first is to view it as a framework that sets the focus for creativity and innovation processes that produce a highly effective portfolio of paid, owed and earned content. The second is that content strategy is an integrated marketing philosophy closely linked with the sales funnel, search marketing via keywords, and social media although it should ideally come before social media strategy and ultimately help shape it.

Regardless of what type of marketing tactics you use, quality content should underpin all forms of your offline and/or online marketing.

 How to devise a content marketing strategy

 

A diagram of the 7 pillars of content marketing


Plan for Purpose
– Specifying the smart strategic objectives and the goals. Have clearly defined business goals with content that are the overarching reason every piece of content exists.

Tips:

  • Include a content marketing mission statement to provide better focus for tactics
  • Aim to conquer the 3 prongs of content marketing – Socialise, Publicise AND Optimise
  • The strategy should be a framework that ignites creativity and innovation so avoid it being too prescriptive and limiting
  • Be familiar with the types of content marketing goals:

Common Content Marketing Goals


Audiences
– Includes the overview of the current intelligence about your target segments or personas and positioning. Continue to develop your target personas and communicate intelligence to your people.

Tips:

  • Develop personas to target – Two simple ways to do this are
    • For B2C – As a starting point is use Google Analytics to find out details like age, gender, and understand journeys through your website via clicks and times on site
    • For B2B – Use at least one of the following in order of popularity according to Content Marketing Institute B2B research: Industry trends; the profiles of individual decision makers; company characteristics; stage in the buying cycle
  • Resources permitting, look for synergies between your online personas and offline personas for a more holistic view

People – The details of the tasks, timescales, responsibilities and procedures for everyone in the content process including cross-functional colleagues and external partners.

Tips:

  • Consider the role of third-party content e.g user generated content, guest blogs etc towards the bigger picture
  • Influential and collaborative leadership skills are best suited towards managing external partnership relationships including influencer marketing. Analyse whether their goals, resources and capabilities are the right fit and a collaborative partnership can flourish. For more guidance perhaps read ‘Better stakeholder management’

Storyline and Principles – The brand storyline for the campaign(s) and the fundamental propositions that are the foundations for conversations including style guides, tone and design guidance.

Tips:

  • Before doing content marketing identify your unique brand story and values. To do so use the ‘who, what, were, why, when and how’ technique or the ‘5 Whys’ technique
  • You want to provide a framework to create kick ass content that adds value, solves a pain point or entertains whilst infusing it with your brand story to develop unique content propositions
  • Don’t limit your brand. Your content can go beyond what you sell to what your target audience loves and shares such as the case of Red Bull’s content focuses on extreme sports

Channels – The decisions in light of your plan and audience(s) as to where you will source, create, publish and amplify content

Tips:

  • Plan the journey and tailor to the channels – Consider ‘who’ are our targets segments (personas), ‘what’ content resonates best ‘ and where’ best to find them
  • Stress the need to select keywords that align with your goals for website and content strategy
  • Integrate with offline content – utilize mind maps to help develop strategy with a structure that assists information architecture

Processes – Highlighting a series of actions to repeat with each piece of content, including set of criteria for sign-off.

Tips:

  • Provide scope for real-time marketing (RTM) or reactive marketing (near-time) including integrating your crisis communications protocols that deal with negative PR and trolls
  • For outsourcing content creation aim to write outstanding ‘on brand’ and to objective content briefs
  • Set realistic timelines for content production and distribution
  • Use technology to collaborate around content ideas and processes. For instance, I use apps like Trello and Evernote that operate and synchronise across desktop and mobile devices

Performance Measurement – Specifying the budget, benchmarks and measurement. This is not just ROI, shares and likes, but must be related back to purpose.

Tips:

  • Devise a good hierarchy of organisational goals from top line KPI’s through to headline content success metrics and then lower level content optimization metrics
  • For ROI measurement work towards arriving at a point where you can calculate your costs across – Planning, Ideation, Production, Distribution, Measurement. Use a consolidated set of analytic tools and invest the time ahead of every campaign to set up tagging, grouping and tracking which will pay dividends for more accurate real-time / near-time tracking of your content marketing ROI

With these tips hopefully you will be on your way to creating or adjusting your content marketing strategy and producing better results. Be sure to add any further tips and best practices that work for you in the comments below.

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaigns and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn 

How to do a Stakeholder Analysis

Every organisation and marketing campaign has a number of stakeholders armed with the ability to positively or negatively affect the outcomes of your projects. That’s why from experience I found that it is better to proactively build relationship management in to the planning process to identify, communicate and monitor who needs to know what, when, why and how. To arrive at that point the cornerstone of successful stakeholder relationship management is a good stakeholder analysis.

How to do a Stakeholder Analysis

  1. Identify

There are many different internal, external and connected stakeholders or stakeholder groups connected with your project all with different resources, influence and expectations. A great way to identify them is to combine your business’ existing knowledge, fill the gaps with market scanning and brainstorm based on the six markets model or relationship marketing, as below:

6 stakeholder markets - internal referral recruitment influence customer

  1. Analyse
  •  Map your stakeholders using Mendelow’s Power / Interest grid to help you to identify your priority stakeholder(s)
  • Highlight their key interests and issues surrounding your project / business and their current status towards it. By attitude we mean whether they are advocates, supporters, neutrals, critics, or blockers.
  • Use a red, amber green system and arrows to highlight the current status and shifts needed as a result of your project

As a result you should you should end up with a snapshot map that looks like the following:

Diagram of a sample power interest stakeholder model

Note that each should contain brief information on their interests and issues.

When you arrive at this point you are ready for better project results with my post on better stakeholder management

About the Author: Marvin Miller is a Marketing Management & Campaigns Specialist who works across multi channel marketing strategy, campaigns and marketing implementation. You can follow his daily updates via Twitter and join his professional network via LinkedIn