Why I don’t repurpose content


engineer content, dont repurpose it

Raise your hand if you are in marketing and have embraced the need to deliver content across multiple media and channels.  It is a virtual certainty you have.  It supports SEM strategies, increases impressions and communicates multiple perspectives.  Content teams are working harder than ever to deliver quality content in a variety of forms.

Now, raise your hand if your budget and resources have increased proportionately.  Note to self – no raised hands are visible.  So without additional resources what options remain? Work harder or work smarter ( or both is a third option of course).

The dynamics of digital content are very different than non-digital. I recognize that this is obvious, but how much have your content creation strategies changed?  Not much… is the response from most organizations.

The business world still has a documents-first mindset.  Oh sure, they are tweeting, some are blogging, a few are socially active, and if my email inbox is a barometer, everyone has a marketing automation tool. But the source, focus and process is typically based on a document, which marketing then repurposes across digital channels.

Repurposing content is reactive, not proactive

“Repurpose your content.” You’ve read it, I’ve read it, it is everywhere. It makes sense – at first glance.  But when you look deep into your goals and digital tactics, it’s backwards.  Repurposing content from high-value documents like whitepapers or eBooks, is inefficient. It’s a reactive retrofit, not a proactive strategy.

I’m not saying that your whitepaper is not valuable, just that how most create them today is inefficient considering additional digital content goals.

Engineer you content, don’t retrofit

The idea of content engineering is based on the need for scale and orchestration of message.  It is an evolution guided by content, communication and promotion strategies designed to articulate value to an audience where they will find it and in a form appropriate for consumption.  Fish where the fish are.  The challenge (as if there is only one…) is that there is no longer a large school of fish, but many ponds and baits.

I embrace the engineering approach because it is rooted in strategy and progressive steps. Strategy is a top-to-bottom approach, defining the core conceptual message, goal and tactics.  Strategy guides the framework – your message pillars that can both stand-alone and support the big idea.  Each pillar has it’s own foundation and unique conversational value.

What is more unique than non-digital approaches is the idea of creating functional components from the bottom up. Developed incrementally and progressively, guided by the broader strategic message, each pillar is functional along the way and does not need to be reverse engineered to become smaller assets later.

This process is efficient and delivers incremental content throughout the process.  It provides a roadmap to inter-connect supporting ideas and will often uncover relationships that were not initially obvious.  Most importantly, you won’t be waiting for the completion of the ‘next big thing’ and then working backwards to extract messages and content to promote it.  Instead, you’ll have time to orchestrate how it is delivered and shared with your target audience.

What is your experience – care to share?

10 Predictions for B2B Marketing in 2014


2014 B2B Content & Marketing Predictions

Lets be honest, there is nothing new about predicting the year ahead.  By now you’ve no doubt encountered many projections for how our industry will evolve between now and December.

In the spirit of full disclosure, the goal of my commentary is to commit my own thoughts “for the record” so that I can return to these strategy KPI benchmarks later for measurement.  Too many times have I said to myself “I predicted that” but had nothing in writing to validate my internal boasts.  Enough said.  Here is my list:

Google+ will gain serious momentum as an important B2B social channel 

Omit Google+ at your own peril.  As Google continues to refine search algorithms with emphasis on defining and empowering the semantic web, Google+ will emerge as a key channel for B2B research, digital conversations and audience engagement.  It will fill the gap between personal conversations on Facebook and professional engagement on LinkedIn.

Organizations will begin to recognize the need to restructure for digital content creation and multi-channel delivery

Execution of digital marketing message, content and program strategies require more integrated team planning and execution.  Traditional twentieth century organization structures were designed to market via non-digital processes and media.  These legacy org structures represent silos and obstacles to capitalize on new tools, media and channels and blended digital strategies.  The emphasis on measurement and improved marketing ROI will force organizations to recognize the need for structural re-alignment.  Not much change will occur in 2014 but the conversation will escalate.

The document-first approach to content creation will begin its decline as the content strategies adopt a content engineering approach to optimize for multiple channels and media 

Creating a white paper and then having a discussion about additional ways to leverage or “repurpose” the document is not enough.  Repurposing of flagship documents, webinars, etc. will be replaced by a process that strategically plans and designs for multi-channel digital distribution rather than retro-development of a single tactic.   While this won’t yet gain significant momentum, the conversation will evolve away from repurposing to strategic multi-purposing and execution in the planning stage.

Momentum for the Marketing Technologist and Data Scientist will soar

The importance of technology and user experience in any digital engagement cannot be ignored.  As technology is now the delivery path for content, services and applications, achieving meaningful, audience-valued interactions will require greater collaboration and alignment between IT, marketing and other groups.  Combined with the need to capture business value from volumes of data and continued pressure for meaningful marketing metrics, these two roles will be instrumental in the maturity of these goals while acting as liaisons between the traditional CMO v. CIO non-conversation.

Video will receive a greater percentage of marketing budget and will grow as a preferred communication media. 

Video has reached the precipice of business acceptance.  It is recognized as a powerful communications tool, but it has yet to be leveraged in practice.  Barriers limiting daily video use such as the networks ability to deliver quality video, ease of adoption and creation, and user experience are falling.  Video as the “killer app” is ready to assume a dominant role in business communications in ways most do not yet see.

APIs and digital platform consolidation will emerge as vital to content strategy

Context and rationalization of content aligned with both audience personas and the sales cycle are important competitive differentiators for business.  To connect ‘the right’ resources that bring contextual value to the marketing mix will place increased emphasis on APIs.  Consolidation of disconnected information and content sources will take time but the trend will be to recognize the need and begin a process of integration not previously acknowledged.

Curation will grow, but successful integration within messaging and content will remain dormant

There is too much content to manage and consume.  Period.  Automation of the process has matured and gained momentum, but only a very small minority will go the extra mile to truly optimize and integrate it within their content creation and delivery strategies.

Social listening will become a budget line item

Business is social. Social listening will soon be deemed a requirement, not an option.  Recognizing that peer-to-peer conversations impact every target audience and with the integration of social into customer service platforms, listening will be emphasized.  The challenge for B2B will be timely response due to lack of strategy and structure.

Apps will proliferate and have a significant impact on experience design and will influence web interface design

I see this everywhere already so maybe it’s not a fair prediction, but mobile apps have forced digital designers to jump out of their interface design box.  This is long over-due and I’m thankful to mobile for a better user experience and more visual delivery of digital content.  Many thanks to Apple and Ideo in particular for igniting this evolution.

Engagement goals will lead to more B2B focus and emphasis on brand communities.  

Business has recognized the value of social channels and is now committed to respond.  Two trends are inevitable – brand community growth and increased emphasis on measurable KPIs of this activity.

Branded communities will be the natural strategy for most mid-sized and large B2Bs.  Why? Because most these brands find it hard not to focus on themselves and because it will be easier for them to manage KPIs in communities they control.  The majority will not gain much traction however, because users will gravitate to communities of interest and not communities of brand.

What do you think?  please share thoughts and comments.

An important lesson learned and leveraged

Image


Bailey-sketchAll of us recall events, activities and mentors that impacted our personal and professional lives.  These are the experiences that shape our behavior, skills and personality, ultimately making us who we are.

One of the most memorable lessons of my education came during a drawing class I was enrolled in.  I loved to draw, but sketches of the human form were not in my portfolio for a reason. So when the instructor declared our assignment of the day to be a portrait to be rendered from a photo, self-doubt was a clear undercurrent as I scanned the resource files for my photographic model.

Soon the model and I were back at our seat, poised and ready with pencil in hand.  In an instant, my doubt turned to curiosity as the instructor told us to turn the photo upside down and draw the image from that perspective. I could see from a glance around the room I was not alone in my surprise.

When the exercise was finished, the results were impressive. The accuracy of my sketch was unprecedented, easily the most accurate portrait I had ever drawn.  But why?

What we learned that day was that shapes and objects familiar to us are influenced by our memory and interpretation of what we see.  Because we are familiar with a shape or image, the brain skips more critical study once memory tells us what it is supposed to be.  By turning the image upside down, preconception of what the object looks like is eliminated and forces critical evaluation of now unfamiliar shapes, relationships and patterns.

I leverage this lesson almost every day in life and in business.  It taught me to turn questions and problems upside down in order to see them more clearly and to eliminate the influence of preconception.  Used in combination with my favorite question – what if, it activates an exploration of opportunities and critical evaluation of environmental factors that are sometimes easily missed. The result is inevitably a more clearly defined goal unrestricted by the sometimes-restrictive framework of familiarity.

Are CIOs and CMOs interchangeable?


CIOs and CMOs should know enough about each other’s field of expertise to be interchangeable according to Jim Davis, SAS’s global marketing chief in a recent CMO.com article.

I had to read that statement more than once.

After considering this concept further, I thought to myself why don’t we also add the CFO, COO and CEO into that prototype and include a couple of engineering PhD’s and legal counsel.  Now that is an executive persona.  Clone them into a board of “Mini-Me’s.”

Think of the synergy in that boardroom.  No hidden agendas, no bitter debates or personality conflicts.  The enterprise now has complete strategic alignment across operations, product development, IT, marketing and sales.  Dream team.

Don’t get me wrong; Mr. Davis makes many important points.   As a former CIO his emphasis on technology is no surprise.  To be clear, I agree with the majority of his opinions.  I just don’t’ agree that the CMO and CIO roles could be interchangeable.

In fact, it’s not that I completely reject the ideal of that concept.  It’s just not realistic. Culturally speaking, no one sits at more distant ends of the boardroom than the CIO and CMO, assuming of course that the CMO has a seat.  Their training, skills, experiences and often personalities are polar opposites.

Technology is a tool; it’s not the solution to marketing’s mission.  There is no debate about the unprecedented potential it represents as a production, delivery and measurement mechanism, but to confuse marketing with technology is naïve and doomed to failure. And B2B technology vendors are often the worst offenders.

Marketing has become distracted by technology and automation.

Marketing is ultimately about awareness, communication, persuasion, and audience experience. It begins with a compelling message and story that delivers unique differentiation that your audience cares about. To quote Leo Burnett, effective messaging “does not just circulate information. It penetrates the public mind with desires and belief.”  It is human, empathetic, and most of all, memorable.

These basic building blocks do not come in a box.  The technology and the applications – they are tactical tools for delivery and measurement.  Ultimately success is measured in terms of customer acquisition and retention, not the size and quality of your database or email open rates.

As a technology marketing and content strategist, I agree with Mr. Davis’ philosophy at the tactical and execution level. Marketing does need a better understanding of what’s in the technology box, and how they can use it.  But do not become distracted by it.  Without simple, memorable, inviting messages, it will not achieve the objective.  Garbage in, garbage out, it’s just being distributed more efficiently.

The CMO and CIO are not interchangeable, but the evolution of digital technology does require that their roles and objectives be synchronized and complimentary. The digital age has also created at least one shared reality – it has forever changed the IT and marketing roles. The changes these executives have seen in the past 15 years are unprecedented, turning both their professional worlds upside down.

To succeed as business leaders in this new age, the CMO and CIO will need to transcend isolated and historic roles.  As digital interactions and devices continue to mature the two business groups will become inseparable in the customer experience conversation. Marketing and IT will represent a new business ecosystem that will ultimately be defined and measured by customer experience.

As always, your thoughts and comments are welcome additions to this conversation.

An open letter to marketing


Marketing, you have become distracted; you’ve lost your focus. Somewhere along the way you lost site of your roots and abandoned your heritage.  You have forgotten that content is king, communication is personal and your audience has issues and needs other than your own.  They really don’t care about your goals; it is all about them.  Selfish, isn’t it?

You have been seduced by technology and automation.  It’s understandable, and it’s not entirely your fault. We all listen attentively to the promise of technology.  We wait anxiously for the next digital release and the new roadmap to success. So does your management team.

Marketing, your distracted relationship with technology and automation at the expense of message and story will not end well.  Laura Ramos eloquently captured this in a recent Forrester blog post:

“Once upon a time, there was a little marketer with a big problem. Her sales executives said, ‘We need more leads.’ So she bought a big new shiny marketing automation engine . . .  Stop me if you’ve heard this one before, but I’m sure we all know the end of the story. The marketing engine didn’t live up to expectations because data and content didn’t come in the box”.

I’m waiting for the culmination day when I receive the marketing automation email that simply tells me to fill in the registration form.  No exchange offered, nothing of value for me, just the naked opportunity to give up my email, phone and address information and wait for the telemarketer to call.

Enchanting and powerful as technology is, it will remain a tool and not the solution.  To believe it has all the answers marketing requires is both naïve and doomed to failure.  But there is hope.  Every pendulum swings both ways and ultimately settles into a balanced state.

Marketing is ultimately about communication, persuasion, and audience experience and success is measured in terms of customer acquisition and retention.   It begins with a compelling message and content that delivers unique differentiation that your audience cares about. These basic building blocks do not come in a box; they are inherently human, emotional and memorable.  The technology and applications are important tools for the digital age, but they are the mechanics, devoid of vision and empathy.  Even the technology vendors realize this.

Digital First, Documents Last


Throughout the history of marketing, documents have been the cornerstone of B2B content creation and delivery – brochures, white papers, press releases, data sheets, etc.

The digital age antiquates this model.   Documents as the focal point of content development does not support multi-channel, multi-media content creation and distribution. As a process it does not deliver the scale necessary to efficiently support the digital mix, nor does it match digital consumption preferences.

It’s not that documents no longer have a place in the content mix, but digital content strategies need to think beyond the PDF.  This means digital first. Workflows need to evolve to produce content that is modular and scales to support all media forms and distribution channels.

Documents will remain relevant as a format, but they are only a part of a much broader mix. They can no longer be the foundation of the content development process.

Multiplying Content to Accelerate Inbound Traffic


Content marketing is all the rage.  It should be. Its influence is well documented and as a result, it has spawned a new industry of marketing experts and professionals.

But how does a resource strapped enterprise capitalize on the need for more search optimized content and growing consumption habits? By capitalizing on existing, effective content, and converting it into many other forms.  Repurposing original content is a common recommendation. The result?

  1. Consistency of message for audience
  2. Content that conforms to multiple user consumption preferences and learning styles
  3. Creation of social media content kits
  4. Improved analytic reporting and consumption assessment
  5. Improved editorial coordination
  6. Ease of management
  7. More scalable content development projects
  8. Increase in content back-links, and URLs to related content
  9. Reduced cost of creation;
  10. Exponential volume of search optimized, quality content across the web
  11. Greater awareness across the marketing & communications group of content and messaging
  12. Increased qualified inbound prospects

If your website is well optimized for lead generation, increased traffic and engagement translates into more qualified leads, a percentage of which convert into sales.

Content Magnification

How many content items can be created from a single source? A LOT.

Take for example a your white paper.  The primary information source is the SME, who provides the key customer value propositions to a writer or your marcom team, who are then tasked with the project of creating a compelling, consumable information source describing why your prospect should consider buying from you.  In years past, it was a print document, today it is digital – probably a PDF.

This is a historical and well defined exercise that has been practiced for decades.  This was well suited for brick and mortar business, but falls short in today’s digital economy.  But the question before us is not about creating the source content (which is another important process to be considered), but how many ways can it be leveraged for digital consumption.  Content marketing is a beast, and it is hungry.

Why do we feed it? Because your prospects are hungry for information and your content is marketing currency. Currency that has an exchange rate that converts into qualified web traffic and web traffic into leads for sales. It is an ecosystem.

What does the content marketing beast consume? Can we feed it?  Repurposing existing material is a beginning to reach prospects beyond the document. Here a starter list of what can be generated directly from the initial collateral:

  1. Web content
  2. Landing pages
  3. Webinars
  4. Online presentations
  5. Video
  6. Audio Podcasts
  7. Social media (tweets, blogs, commentary)
  8. Promotions and campaigns
  9. Direct mail & newsletters
  10. PPT speaker notes
  11. Press & analyst resources
  12. Translated content resources for regional teams and audiences

Repurposing your best material can certainly generate all this, but it can also be done concurrently and by design, which is the idea behind “content engineering”.  It’s easier than you might imagine.  Is it necessary? After all, the collateral is produced and available, but it’s not enough, not today.  A single document with your well-conceived and developed value proposition is not enough. A new approach to magnifying content is beyond important.  It’s essential.