Marketing Archives - Page 12 of 67 - McLellan Marketing Group

Move the barriers with mobile technology

August 23, 2017

For the last couple weeks, we’ve been exploring the seismic shift in marketing that is being brought about by mobile technology and the new consumer attitude of “I want what I want when I want it.”

Fortunately the same technology can help us connect with and serve our audiences in a way that is meaningful to them. We need to remember that this is not about mobile technology. It’s about an evolution in our behavior as the world around us changes the rules of the game. And we need to evolve along with it.

I promised that this week we’d look at some examples of how brands are using mobile technology to solve problems that are creating buying or opportunity obstacles for their customers. Let’s take a look at a few:

Example #1: Mobile apps and alerts. One of the biggest challenges that doctors, pharma companies and pharmacists have is getting people to actually take their medicines on time and as often as they should. Not only does this impact the patient’s health outcomes, but from a business perspective, when people don’t take their meds properly, the providers lose out financially.

The solution? The Care 4 Today app was created by Johnson & Johnson’s pharmaceutical company, Janssen. The patient or caregiver loads all of their prescriptions into the app and when the patient is supposed to take something – they get an alert on their phone.

Example #2: Augmented reality. We’ve all been there. You’re standing in a store looking at something you want to buy but you aren’t quite sure how it’s going to fit with what you already have. This is particularly challenging for big-ticket items like furniture or large appliances.

Ikea came up with a great fix. With their catalog app, you can preview their furniture in 3D, and you can also use your smartphones to see exactly how the digital items will look in your home. After selecting a piece of furniture, you put the catalog itself on the ground, where it behaves like an anchor for the 3-D image of the chair or table. If you need to rotate the chairs so they face the window, you just rotate the catalog.

Example #3: Wearables/mobile apps and video. The scarcest of commodities for most people is time. People are constantly on the go, traveling, working too hard and too long and still wanting to stay healthy. Those are some pretty big barriers.

This is a solution that most of us are already familiar with because we’re surrounded by it daily. Look to your left and to your right. Odds are at least one of them is wearing a fitness wearable like a FitBit or Jawbone Up. Or they might be wearing an Apple Watch. These devices pair up with a mobile app to track sleep patterns, step counts and other health metrics.

One of the smartest aspects of many of these devices is that it creates a community of wearers who can encourage, challenge and coach each other.

As marketers, all the examples I’ve shared with you over the last few weeks should be a sharp reminder that our audiences are now learning that they can expect real time access, obstacle-free experiences and time-saving customized conveniences. A daunting mix of expectations for sure.

But they should also serve to remind us that the opportunity to actually connect and be of genuine value to our prospects and customers has never been more robust. It’s pretty exciting to realize we’re just at the infancy of this new era and we’ll be the ones who get to concept what’s possible and to carve out the new norms.

Connect to your audience when and where they need you

August 14, 2017

Last week we talked about these facts in terms of mobile technology in our world today:

95% of all text messages are read and read within 90 seconds of receipt
65% of all email is opened on a mobile device versus a desktop or laptop
Mobile is now the first screen worldwide – eclipsing screen time on both PCs and TVs
There are more mobile devices on the planet than there are people

Our new marketing reality is that consumers are now of the “I want what I want when I want it” attitude and we need to be able to connect with them at that level. Mobile was a major factor in creating this new marketplace and it will be a major factor for us as we work to stay relevant and viable to the audiences that matter to us.

Smart marketers will recognize that this is not about technology. It’s about an evolution in our behavior as the world around us changes the rules of the game.

I promised you some examples of how businesses are using mobile to make connections and want to deliver on that this week. Let’s look at a few:

Delivering time sensitive and/or location specific content to your target market

The truth is, people want to hear from brands when they need something. No one is sitting around, hoping to hear from you just because. So why not let them connect, telling you what and when they want to hear from you?

Example #1: QR codes done right. One of my favorite examples of this is how Robitussin does this. In pharmacies right by the huge wall of cough medicines, you can scan a QR code and you’re taken to a mobile website to diagnose exactly which version of their cough medicine is right for you and your family.

Just answer a few questions about your symptoms and voila, they will tell you exactly which of the bazillion versions is the best fit.

QR codes are like the redheaded stepchild of marketing technology because our industry has used them so foolishly without thinking about the audience experience. But Robitussin got it right. It’s actually helpful and using the technology for the right reasons.

Example #2: Geofencing. This is a feature in a software program that uses the global positioning system (GPS) or radio frequency identification (RFID) to define geographical boundaries. Think of it as a virtual barrier.

A great example of this is the Wal-Mart app. When you’re within a certain radius of a Wal-Mart, your phone will push special coupons, price decreases etc. your way. Not as big as Wal-Mart? Imagine being a locally owned chocolate shop with rabid fans. As they near your location, you could push out the flavor you’re sampling that day or your buy a pound of fudge, get a pound free special.

Example #3: Beacons. Beacons are a low-cost piece of hardware that is small enough to attach to a wall or countertop that use Bluetooth connections to transmit messages or prompts to a smartphone or tablet. They are beginning to transform how retailers, event organizers, transit systems, enterprises, and educational institutions communicate with people within a contained space (think exhibit hall, airport, retail location).

Virgin Airlines uses beacon technology at Heathrow airport to connect to their premium fliers with special offers for things like commission-free currency exchanges and directions to a private security screening area.

Apple Stores use them as well – sending notices about in-store events and helping customers expedite their shopping experience.

Next week we’ll explore how brands are using mobile to solve problems that are buying obstacles for their customers.

The mobile revolution is not about technology

August 9, 2017

The truth is, we live in a permanent technological revolution. Remember when you didn’t have a cell phone because no one did. Granted some of you may be too young to remember that – but the majority of readers are not. That’s a pretty short window. We’ve gone from not knowing what a mobile phone was to 91% of adults have a mobile device within arm’s reach 24/7 in less than 25 years.

And if anything, things are just moving faster than ever, which means we’d better buckle in because we’re on a never-ending roller coaster.

Consider these additional facts:

95% of all text messages are read and read within 90 seconds of receipt
65% of all email is opened on a mobile device versus a desktop or laptop
Mobile is now the first screen worldwide – eclipsing screen time on both PCs and TVs
There are more mobile devices on the planet than there are people

Mobile has become THE place for media consumption. It’s where people connect on social media, it’s where they watch videos, read, search for where they should eat dinner and, based on their apps – renew their prescriptions, pay for coffee with a quick scan or board a plane. And that’s child’s play compared to what is coming next.

But the important thing for us to recognize from a marketing point of view has nothing to do with the devices. The real mobile revolution is about our behaviors and choices, not the device of the day.

This technology has changed how consumers behave. They are less patient, more demanding, have higher expectations and a lower tolerance for any sort of delay, disappointment or lack of options.

Forget millennials or baby boomers. We’ve become the IWWIWWIWI culture.

The “I want what I want when I want it” attitude is evident in how we consume today. Wait for a TV show to actually be on TV? Forget it. I’ll watch what I want, when I want and I will binge watch as many episodes as I want on whichever device I want. Wait a week for you to get something in stock? I don’t think so. I’ll just order it on Amazon and I’ll have it tomorrow.

A global survey asked respondents to assign a value to their smart phone and the average consumer came up with an implied value of $6,000. Which makes perfect sense, given how we’ve come to rely on the super computers we carry in our pockets every day.

Those are the consumers we’re trying to reach and sell to every day. How should we be taking advantage of this mobile revolution to win the loyalty and buying dollars of these consumers?

As marketers we can and should be using mobile to:

Deliver time sensitive content to audiences
Reach out to audiences with location specific information and offers
Solve problems for key audiences at the exact moment/location they need it
Create community around a passion or cause or shared need/experience
Develop a deeper, more meaningful experience or connection
Accomplish tasks in a faster, easier and better way

One of the realities of this new world is that what used to be unattainable for the average small to mid-sized business is now well within your reach, both in terms of access to the technology and affordability.

Over the next couple of weeks, we’ll look at some of the ways mobile is being used today to connect with consumers, build brands, and drive sales. We’ll look at B2B and B2C examples that are leveraging everything from SMS texts, QR Codes, augmented reality, mobile apps, location/GPS technologies and much more.

Be helpful or be gone

August 2, 2017

Last week, we explored the idea that email marketing is about earning the audience’s permission to keep talking. I suggested that there were two equally important elements – intent and content – that had to be in sync if you want to stick around in someone’s in-box. Now it’s time to talk about being helpful.

As I said last week, “Intent is really about respect and a genuine desire to help. When we prepare an email campaign, we need to ask ourselves if we’re truly being respectful of the receiver’s time and attention. Yes, of course we want them to become a customer or if they’re already a customer, we want them to buy more. But we have to trade them something of value in exchange for that consideration.”

The something of value is all about the content.

The concept of content is not new. Smart businesses have long understood the idea that if they were helpful before they asked for a dollar, they could earn the trust of the prospect.

What is new is the wide array of places and ways we have to distribute content. Back in the day, we might have a printed newsletter, an 800 number for customer service or demos in our stores.

Today we have websites, email newsletters, eblasts, podcasts, infographics, forums, guest posts, blogs, digital magazines, and that’s just scratching the surface. Suffice it to say – we have lots of ways to be helpful.

Odds are you’re being inundated with “helpful” content every day and odds are, you ignore most of it. Guess what? Your prospects are behaving in exactly the same way. So how do you break through that clutter and actually help?

Don’t just tell. Lead as well: Content that not only informs but also tells your audience what to do with their new knowledge is incredibly valuable. Most content producers fall short here. We tend to spew facts but rarely offer direction, insights or warnings. Use your knowledge to guide.

Be available if they need to know more: When you create great content, sometimes it leaves your audience wanting more. Their natural inclination is to turn to the original source – you. Be available. Include your email address or phone number and invite comments and further questions.

Eliminate fluff: Time is everyone’s most scarce resource so do not waste it. Tell them what they need to know. I’m not saying eliminate context. Context adds value. But filler and fluff just gets in the way. Be a tough editor of any content you create.

Discriminate: The worst content is content that is intended for everyone. The more you can hone in on your most important audience and only that audience – the better your content will serve them. Your goal is to be irrelevant to the masses and indispensable to the few that you actually want to attract and build a relationship with.

Connect the dots: Odds are that what you sell is complicated and it’s not as simple as walking up to a shelf and selecting the exact right choice. But for content to be effective, it has to be served up in bite-sized pieces with an occasional full meal tossed into the mix.

That means it’s difficult to tell the whole story with any one piece of content. To truly be helpful, you need to help your audience connect the dots between bits of information. With links, “if you enjoyed this” guides and organizing your content in a way that allows people to follow the bigger picture.

I know you care about your customers and prospects. Show them how much by creating content with both the right intentions and genuinely helpful information. It’s the least you can do and they’ll reward you with their attention for a very long time.

Earning Your Spot in their Email In-Box

July 26, 2017

Weird as it sounds, with all of the new technologies, email seems almost old school today. It’s been around for decades and much like other mature mediums, we value and loathe it at the same time.

Part of the loathing comes from the daily experience of being barraged by emails we didn’t ask for, don’t want and that offer no value. We all suffer from email fatigue. What the senders forget is that they’re in the receiver’s in-box because they were invited in and have been granted permission to stay.

Until they’re not. Email us too often, or email us nothing of value and you’re quickly asked to leave, either through the unsubscribe link or simply by being ignored.

And yet for most of us, there are some emails we look forward to receiving and when we get them, we actually go out of our way to read them.

What’s the difference?

I believe it’s both intent and content. When you get those both right, the receiver will not only allow you to stay but actually be open to considering that next action (click on a link, sign up for the webinar, learn more about your product or services, etc.) you want them to take.

Intent is really about respect and a genuine desire to help. When we prepare an email campaign, we need to ask ourselves if we’re truly being respectful of the receiver’s time and attention. Yes, of course we want them to become a customer or if they’re already a customer, we want them to buy more. But we have to trade them something of value in exchange for that consideration.

Are we offering them something of value in terms of insights, information or even a reminder of something important? A realtor sends me an email every month and at the top of the email is a “don’t forget tip” reminding me to do something around my house. It’s usually something simple like “change the furnace filter every 30 days.” Do I already know I need to do that? Sure but the reminder often triggers me to do whatever he’s reminding me to do.

I’m not in the market to buy a house right now but I give him permission to stay in my in-box because he’s actually helpful. He’s also smart enough to know that if he keeps earning the right to email me, then when I finally am in the market for a realtor to help me buy or sell a home or when one of my friends asks for a referral – he’ll be top of mind.

Another aspect of intent is how often are you asking me to pay attention to you? I am happy to get his email once a month. If he started emailing me a couple times a week, I’d unsubscribe in a hurry because the value proposition wouldn’t be there for me. The frequency of your emails shouldn’t be about how frantic you are to sell something but instead; it should be based on how or why you’re being valuable.

I get an email every evening from a company that analyzes the day’s market activities and talks about how the day’s changes will impact what’s going to happen tomorrow. That information would be stale/less helpful if I received it once a month. So again, their timing is about me, not them.

Intent is about putting the audience first and being valuable before you ask for anything in return. That makes it much more appealing to envision hiring you down the road.

Next time, we’ll explore the content side of this equation so you can get them both correct every time.

New CMO Council Report: CMOs Struggling to Meet Needs of Local Audiences

July 14, 2017

Marketing leaders and agencies are finding it increasingly difficult to keep pace with growing demands to localize and adapt their creative strategies when it comes to trying to meet needs of local audiences. Facing a widening range of digital and physical channels that each require rapid adaptation in order to remain relevant to individual geographic, cultural, and customer audiences, too many organizations are failing to take the necessary steps to improve their capacity and agility, according to a new study by the CMO Council.

The new study, entitled “Adaptability in Branded Content Delivery,” reveals that more than two-thirds of marketers rate their organizations and agencies below satisfactory in their capacity to translate and adapt brand marketing content across the markets and channels they serve. This has led to equally lack-luster marks in timeliness as only 30 percent of marketers rate their in-house and agency teams as either “advanced” or “doing well” in their timeliness and capacity to simultaneously support global and local execution.

Marketers admit these failures in addressing rapid adaptation is further challenged by mounting pressure by a variety of forces and factors, led by requirements for geographic localization, proliferation of new digital formats, the need for more visually enriched and engaging content, and operational cost pressures.

“At a time when the customer has higher expectations than ever for the relevance and personalization of content and brand interaction, marketing organizations will need to step up their game when it comes to brand content adaptation to address geographic, cultural, customer and other differences,” says Donovan Neale-May, executive director of the CMO Council. “Past research has shown that adaptation of marketing strategy and content can be major enabler of sales and brand success. Yet most companies have a long way to go to get it right.”

The study, developed in partnership with HH Global, is based on an online survey of more than 150 senior marketing executives polled in the second quarter of 2017. Respondents hail from global industries that demand an omnichannel presence including retail, travel, hospitality, technology, consumer goods and telecommunications.

Among the key findings:

Only 32 percent of respondents say their companies are either advanced or doing well in adapting brand content to different markets, partners and geographies. Another 34 percent say they are at least improving.
Just 20 percent are satisfied with their creative delivery process and marketing supply chain effectiveness.
Respondents point to speed of execution as a major challenge; less than half say they are able to deploy localized content across both physical and digital touchpoints within weeks of a campaign launch.
Marketers believe their top five process challenge are shortening turnaround times, ensuring quality and uniformity with brand guidelines, end-to-end workflow management, delivering creative on time, and measurement of the creative appeal and impact of content.

Change Is Too Slow

The study also finds that many organizations are failing to take important steps to improve their capacity to adapt and modify branded content. Just 18 percent have completed a formal assessment of their creative delivery process and marketing supply chain effectiveness, although another 24 percent say they have begun one.

In addition, many companies are utilizing only basic project management and collaboration tools to manage these processes. Just 20 percent use online approval and proofing systems to accelerate modifications. Even more surprising, 49 percent of respondents say the spend less than five percent of their marketing budget for creative adaptation and cross-cultural localization.

About the CMO Council

The Chief Marketing Officer (CMO) Council is dedicated to high-level knowledge exchange, thought leadership, and personal relationship building among senior corporate marketing leaders and brand decision-makers across a wide range of global industries. The CMO Council’s 12,500-plus members control more than $500 billion in aggregated annual marketing expenditures and run complex, distributed marketing and sales operations worldwide. For more information, visit www.cmocouncil.org.

May I ask you a question?

July 5, 2017

One of the biggest issues marketing and sales folks face is just getting on the radar screen of their prospects. Even when you have something of incredible value and you genuinely know the prospect needs what you have to sell – it’s tough to get their attention long enough to ask a question or even be noticed.

That’s even more of a challenge for organizations that don’t have a six-figure marketing budget or exist in a crowded, competitive landscape.

That’s where some psychology can be incredibly helpful.

One thing that is almost universally true about us humans is that we are incredibly flattered when someone thinks we have something of value to offer in the way of experience, knowledge, expertise or hard-earned wisdom.

And that, I believe, is the door we need to open if we want a prospect’s time. For this technique to work, I think the following needs to be true about your business:

You/your organization have a niche/specialty in which you have a great depth of expertise
You have some outlet (website, blog, podcast, newsletter) in which you share that expertise without a sales pitch or being self-serving
You have a genuine interest in the people you serve and a passion for helping them in your unique way with whatever you do/sell
You sell something that is more of a considered purchase and less of a commodity

If that’s you, read on.

Make a list of your ideal prospects and their influencers. Who would you most like to serve and are the people/companies that you know you could delight? Or, who has information/insights that could be incredibly valuable to your target audience?

Once you have compiled the list, call/email them and ask them if you can interview them for your blog, website, newsletter, podcast, etc. I think you’ll be surprised at how many of them say yes and are flattered by the invitation.

Now the hard work begins. Do your homework. The prep for the interview is key to the success of this marketing tactic. You want to ask questions that really get them to go deep and give you some insights into the way they think, work and what they believe about the work they do.

Be smart about the interview itself. I know I don’t have to tell you this but show up on time, look and act professionally, be gracious if things go awry, and don’t sell. If your interviewee asks about your business, give them a quick overview but do not go into selling mode. You’re there to learn and connect. Focus on that.

Send a handwritten thank-you note after the interview, sharing something valuable you learned during your time together. Not an email or a computer generated thank you. Invest the time to actually write the note.

Next, create the content piece and reach back to your interviewee so they can review it. Share with them your publication plans and tell them you’ll send them a link/copy once it’s out there so they can share it with their network as well.

When you hit publish (or print the newsletter if you’re old school), re-connect with your interviewee and invite (not demand, require or nag) them to share it.

Let’s recap your prospect touches. Between the initial invitation and the publishing of the content, you’ve connected five times. That difficult to reach prospect has probably welcomed your communications five times. If you’ve been engaging and sincere, I believe they would be willing to at least learn a little more about the work you do.

Not only that but you are creating content that truly helps your entire customer and prospect base.

That’s marketing that will lead to sales time and time again.

Reducing the stress factor

June 28, 2017

Whether you’re successfully part of an internal marketing team, at an agency or even a business owner – you’ve got a skill that you probably take for granted. You’re a master juggler. You can’t execute successful marketing today without that ability. You’re used to having lots of balls in the air and even if you can’t always see each one, you’ve been doing it long enough that you’re confident that you’ll be able to catch them all. No stress for you. It’s all just part of the day-to-day.

But here’s the part that we often forget. What we take for granted freaks our internal or external clients out. That’s why they’re micromanaging you, asking you for updates all the time and making it harder for you to do your work.

Guess what – that’s on you. Their reaction and concern is natural and fair. It’s our job to keep them in the loop by over communicating so they can take a deep breath and be comfortable. It’s also good for you because when you reduce their stress, they’ll give you a little more breathing room.

Here are some tools you can use to keep everyone in the loop throughout the life of your work.

Project timeline: Marketing often looks simpler than it truly is. It’s a little like the duck swimming on the placid lake. At first glance, the duck looks like he’s serenely floating on the water. But as we all know, under the surface, he’s paddling like crazy.

That’s why an initial project timeline can be a lifesaver. But setting and correcting initial expectations right up front, you save yourself a significant amount of trouble down the road. It’s much easier before a project ever starts to help a client understand that the website will take ten weeks rather than three weeks in, they suddenly share that they need it next week for a trade show.

Real-time budget: On larger projects that are going to stretch out over months, it’s a good idea to establish a preliminary budget with the caveat that it’s based on what we know today. Then, keep that budget updated real-time. It’s a bit of overkill to do it every day, but once a week should help everyone feel very connected to the project and reassured that it’s going according to plan.

The other advantage of this is that it forces you to identify trouble when it’s still small enough to deal with. So it’s a bit of a CYA move as well.

Weekly status reports: This is a simple Excel spreadsheet that lists all of the projects you’re working on (if you serve more than one department or client, have a separate document for each audience) and tracks progress.

To make this manageable, keep it simple. Include the project name, the ultimate due date, the stage of progress it’s in right now, next steps and who is responsible for that next step. If you share it with everyone (marketing team, other players in the mix, client, etc.) on Thursday mid afternoon, it gives everyone a chance to wrap some things up on the next day so you start the following week on time and on target.

The bonus feature of this report is that it serves as a gentle nudge. Let’s face it – it’s often the client (internal or external) that is holding something up. But they’re also the client so you can’t get on them like you do your internal team. So this is a bit more client friendly but still gives them a good poke.

None of this is rocket science but I often discover that because we take our ability for granted, we forget that our clients don’t. Implementing these tools will reduce their stress and it helps keep you on track as well which ultimately allows you to do better marketing.

Become a partner, not a vendor

June 21, 2017

I know very few businesses that aren’t looking for additional sales. Ninety-nine percent of the time, those businesses identify potential customers and then woo them until they either buy something, tell them to go away or they get busy enough that they go back to ignoring the prospects. Without a doubt, we need to chase after new clients. But we often overlook the quickest, easiest sale –our existing customer base. Businesses that grow year after year don’t do it by chasing new prospects. They do it by delighting their customers in a way that they can’t get anywhere else – by becoming a partner, not a vendor.

Want to have that kind of permanent impact on your sales to existing customers? Partner them with smarter employees from within your organization. By smarter, I don’t mean someone who knows the most about your business, products or services.

I mean someone who knows the most about your customer’s business and business in general. The more your project managers, customer service team and salespeople understand how business works, the more they can serve their clients in ways beyond just selling them something.

Businesses that are thriving today aren’t selling their clients stuff. They are helping them solve problems. We need to deeply and genuinely understand our client’s business or life (if we sell consumer goods) so that they can be helpful. As we’ve talked about before, helpful is the new entry point of marketing and sales, whether that entry point begins online or in your brick and mortar location.

Your employees don’t magically become more knowledgeable and helpful. It requires a big investment (both time and money) on your part. But it’s an investment that keeps on paying dividends.

There are many reasons why your team needs to understand your clients’ core needs.

It allows them to bring better, more complex solutions to their client’s real problems
It allows them to be a valuable resource to their client, rather than just a vendor
It differentiates them from other companies that are still just selling stuff
It allows you to charge a premium price – because they can document the value they deliver
It typically means they are better at retaining clients
If you’re selling to a business, it gets them to the C-suite table, rather than having to deal with middle management

You have a choice to make – you can either be a trusted advisor or a vendor. In both cases, you can earn referrals from your client. But customers treat partners and vendors very differently when it comes to price, repeat business and expectations.

So you have to decide – how do you want to be referred and what kinds of new client relationships are you trying to earn.

If you want to be your customer’s partner and want to be able to rely on repeat business from them, here’s how you can build a team who is prepared to deliver on that promise:

Broaden their education by taking classes
Join a club, networking group or professional association focused on best business practices in your customer’s field
Ask clients if they can shadow them for a few days and ask a lot of questions
Read leading books on the industry
Visit trade shows and attend their educational workshops
Start their own small business on the side to learn about business in general

For this strategy to work, it has to be a company-wide initiative. Everyone has to adopt the idea that it’s their job to understand and guide your client’s business or life to a very different depth than most organizations would be able to do.

Creating your content machine

June 14, 2017

You’re ready to get your content machine up and running but let’s revisit the information from last week where we covered some of the preliminary steps in creating a successful content strategy. They were:

Identifying the business outcomes/goals for the strategy
Knowing who you are targeting and what would be genuinely helpful to them
Recognizing that the hub of your strategy needs to be a digital presence that you own and control completely (website versus a Facebook page)
Creating a series of spokes (on and offline activity/channels) that will drive prospects to your hub

Once those tasks are complete, you can begin to think about creating your content machine focusing on the kinds of content and the volume/speed of your content creation. The hub and spokes will dictate how much content needs to be created.

Finally, it’s time to think about structure. You need to build a team that will be responsible for concepting/creating content, curating other people’s content, going out into the social space and telling people about available content, etc.

For this to work long-term, you need a few things:

A commitment (not just lip service) from the company owner/leadership
An allocation of time/resources that is as sacred as any client deadline
An editorial calendar that is persona focused
A cross-trained team large enough to meet all of the deadlines
Measurable business goals – that are regularly being measured/reported
An understanding that this is a long-term play and that expectations should be tempered in terms of quarters and years, not days or weeks
A marketing plan for promoting the content and the company

If a company is willing to invest the time and effort into doing it right, the business goals will be achieved if not exceeded over time. Sadly, most organizations are just going through the motions and will never really reap the benefits that content marketing can bring them. Worst – their self-serving efforts are costing them business as prospects check out their efforts and quickly move on to a company who is actually walking their talk.

The personas and editorial calendar should ultimately govern the content. Once you know who you’re talking to, you should build out an editorial calendar with content ideas that you know will be of value to one or more of the personas. Everyone on the team can contribute ideas but once the calendar has been set – it should be honored. Because content and social should be timely – there are going to be exceptions to the rule. It’s much easier to deviate from a plan than it is to plan as you go.

Because content and social should be timely – there are going to be exceptions to the rule. It’s much easier to deviate from a plan than it is to plan as you go.

All content should go through the usual creation process – including internal reviews and proofreading. So in that way, it’s governed by whoever owns that part of the process. Naturally, your company should already have its own graphic standards, branding criteria (both visual and voice) and those boundaries are honored as well.

It’s a little like publishing a monthly magazine. You’re always planning a few issues in advance. You have a defined look, feel and audience. You probably have some regular features or offerings. But what drives the entire process is that editorial calendar and the agreement that deadlines will be honored, no matter how busy you are.

Sadly, this generation of business leaders aren’t all going to get it. Some will dismiss it because they don’t personally participate in social networks. Some are afraid to learn about it. Others will believe it’s only worthwhile if your customer is a <fill in the blank> but not for their clients.

That’s great news for the businesses who do get it. It just means the bounty will be even greater.

Content marketing achieved through a well-oiled content machine can be the great equalizer for organizations. It allows small companies, organizations in secondary markets and those with the tenacity to create a library of useful, smart content to not only compete but to win big.

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