techmap: Overcoming Content Shock
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Presentations from techmap in London on 27th April 2014 all about how content marketers can Overcome Content Shock. Slides from conttent strategist Emily Turner and Creative Director and Co-founder of Velocity Partners, Doug Kessler.
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techmap: Overcoming Content Shock
- 1. Welcome to techmap: Overcoming Content Shock Join the conversation: #techmap Delivered by:
- 2. Housekeeping Notes 1. Share on social #techmap 2. Ask a question 3. Meet your fellow techmappers
- 3. Content Shock. Eh? “The emerging marketing epoch defined when exponentially increasing volumes of content intersect our limited human capacity to consume it.” Mark W Schaefer
- 4. Our speakers… Emily Turner Content Strategist & Consultant Doug Kessler Creative Director & Co-Founder, Velocity Partners Gareth Case Global Marketing Director, Xchanging
- 5. Emily Turner Content Strategist & Consultant Delivered by:
- 14. Doug Kessler Creative Director & Co-Founder, Velocity Partners Delivered by:
- 15. Home run content in the age of ‘content shock’. Doug Kessler Velocity Partners @dougkessler
- 16. Content Shock!
- 17. Content Shock!!
- 19. What Content Shock ignores • Granularity • Change • Quality
- 21. 1) Confidence
- 23. Why confidence: 1. It attracts, projecting success 2. It signals expertise and experience 3. It signals honesty 4. Grabs attention
- 24. 2) Sweet spot
- 25. Stuff prospects care about most. Stuff you know the most about. The Sweet Spot
- 26. 3) Emotion
- 27. Head x Heart = Home Run
- 28. Head
- 29. Head x Heart
- 30. Home runs: 1. Content with confidence 2. Written from your Sweet Spot 3. Harnessing emotion
- 31. Thank you.
- 32. Gareth Case Global Marketing Director, Xchanging Delivered by:
- 33. Is Data the Holy Grail for Marketers? Join us to learn about: • driving online ad buying and performance with programmatic advertising • understanding your customer and how they engage with your brand • identifying and building relationships with targeted influencers • Visualising data to tell a compelling story Delivered by:
- 34. Before you go… 1. Say hello to three people you don’t already know 2. Take a photo and share it on social with #techmap 3. Register for a future techmap Delivered by:
Editor's Notes
- SLIDE 1 - SHOCK OF THE NEW (DWP) We’re talking content shock tonight and it’s helpful to understand how we’ve got to where we are today. I’ve been involved in digital content and online communities since around 1995 when I first started talking to people I didn’t know on the internet in forums, you know before it was cool. My early experiences from these places, managing community profiles, parodies, trolling and the memes still inform and influence everything I do today. I’d say 2000 was a pivotal moment when the shock of the new really hit home and I realised that content was moving from broadcast to engage. As professionals we weren’t behind the scenes any more. We’d moved from content distribution (press releases by post) to online content which directly sought real-time feedback. The audience’s reactions informed the next content piece in a way that we’d never seen before. Back in 2000, I worked on one of my first digital projects for the Dept of Work and Pensions and the European Social Fund. There were hundreds of projects match funded by ESF across the country but a stagnant relationship between the government offices and the project operators. The DWP needed to communicate policy changes, share success stories and to increase project outcomes. They realised that broadcasting wasn’t working and they wanted to get two-way feedback going. I was editor of the DWP's new enewsletter and website to develop a more engaged audience. It seems so simple but back then this was groundbreaking. We can laugh now but the enewsletter had a listening ear symbol to encourage project operators to email in their stories and feedback. This was then answered personally and swiftly by the DWP team and the mailbox content informed the editorial of the next newsletter, and even where content was placed on the website. Seeing the full cycle of ask, answer and inform really achieved audience buy-in and enabled government to be the closest it had ever been to those delivering projects on the ground.
- SLIDE 2 - CLIENT NEEDS TO USER NEEDS (GDS) We’re facing a content revolution – one where we’re moving away from writing by committee, longwinded approvals processes and publish and forget cycles and into a content process which is constantly evolving. We have more knowledge about our audiences than ever before and we need to be agile to respond to what data tells us. The future process is publish > test > feedback > iterate> publish> repeat. It’s not just a process for web development, it’s a process for all disciplines working across online projects. The Government Digital Service (GDS) is ripping up traditional models of production for its digital service delivery. Their motto is "digital by default" and they believe striving for perfect is futile. Their influence is worldwide and across all sectors. Have a look at their service design manual. But revolution is painful and moving from a traditional mindset of ‘published perfection’ is difficult. It's our job to educate clients and internal stakeholders that this process is how we keep up with what our audiences need from us. This diagram can help. It's a simple reminder of our ultimate aim – to provide something of value to the user. It shows clearly that sweet spot, which also puts users at the centre of everything you do. It clearly shows that we need to think like our users and put those needs first, before client or stakeholder needs. What questions do they have? Does the content answer them? Does the content design help understanding and discovery, does the related content strategy help users journey from one piece to anything. Does your strategy help the user find the thing they didn’t even know they wanted to know? Do you dashboards tell you what your users are finding difficult?
- SLIDE 3 – KNOWING ME KNOWING YOU In the last 15 years, one of the biggest changes We've seen is being able to understand users. I remember making websites, intranets, digital newsletters and even, yep, CD Roms without having to think about users. Back then, we thought about what the client wanted, our margins and delivering on time. Getting close to the user 15 years ago was expensive. Data involved specialist agencies, telephone surveys and mega reports. Clients simply didn’t want to pay for it very often, even if at all. Data is cheaper now to collect through Google Analytics, Mailchimp, Salesforce, CRM systems, social media analytics. How do they access information, how often do the open emails, what do they click on, what do they read on the website, what do they download, what do they buy, how do they pay, how often do they engage on social, what do they share, how many events do they attend, how do they network and mobile v desktop use. Today data is our starting point for content strategy. We need to understand who we are trying to target and pull together everything we know about them already. It can feel like we’re drowning in data and the challenge is to remember that users are real people, not just numbers. We develop them into persona groups to develop content which has value for them: What do they watch, where do they go, what do they like, what motivates them… Personas help us understand where our touchpoints are with them. Which channels and which platforms? Develop user forums to test your content out with them to get feedback so you can tweak your output. To get rid of traditional ways of doing things, brands such as Tesco and Lush have had to set up external digital agencies to help them get closer to users, understand data and design services that meets those needs. .
- SLIDE 4 - SOWING THE SEEDS (ALS) Content distribution is also shifting with social becoming the new postal service. Again, this is in its infancy and it’s a painful learning process for all of us. The platforms constantly change their rules and we are trying to keep up. Organic reach is dead, platforms are flooded with content and it is harder than ever to get noticed. It’s increasingly clear that we need budget to really make the most of these platforms and reach our audiences. Bit we don’t have endless marketing budgets for most of our clients, so we have to be smart with distributing on owned, earned and paid media. One of the problems I’ve seen is a rigid focus from clients and stakeholders on reaching a narrow eager audience for social and a disregard for non-targets. But that doesn’t match the real world. Our personal social networks are broad and diverse. We learn and share from a wide pool and clients need to cast their social net wider than they do. Think about ALS and the ice bucket challenge – how many of those people were directly following or interested in ALS? Not many were and yet millions of people completed the challenge. While only a small proportion donated to the cause it did help spread ALS awareness through critical mass. A wide net has created social media celebrities and entrepreneurs. I’ve been reading about a UK company called Social Chain who have set up endless parody accounts with large followings. They can now get hashtags trending on Twitter just through sheer follower volume and are now working with major brands. This diagram shows how I think about reaching core users. Social is the biggest net, and then online ads. We can then target people who've opted to hear from us using our databases for email and direct marketing. We gain brand trust and reputation through earned media and this underpins the key messages we've blasted out on owned and paid media. All this gets us up the mountain to potential users.
- SLIDE 5 - WHY DO WE SHARE? (SNCF) When talking to clients sometimes the content they want to produce has low share appeal. If you want engagement, you need to think about why someone would share it? What makes us share content involves complex motivation triggers. This slide shows research by the New York Times into the personas of sharing. It shows that the desire to share goes way beyond monetised incentives. It's not enough to offer a free iPad, people work at a much deeper level than that. People want to be directly involved with brands. In 2012, I was at SNCF tasked to increase InterRail tix sales using a social campaign with a budget of £2k. I involved a Guardian journo in a mystery tour of Europe where the fans voted for favoured cities using Wildfire vote polls. He live tweeted and blogged his route, opening telegrams which revealed the new destination daily. Because the fans had selected his route they were highly engaged. The campaign traffic to the InterRail section of the website was immense and tix sales increased by 98%. Giving your most active users an elevated status which can be recognised in your online forums is an effective way of rewarding interaction. Never estimate the power of a badge or title. These are things money can't buy and have to be won. One Direction, Taylor Swift and Justin Bieber have amassed nation sized communities by ince to using fans to share their content, create their own responses and become content marketing machines. Some fan forums swap engagement for coins, earning community status to prove loyalty or to be exchanged for exclusives.
- SLIDE 6 AGILE MEANS COLLABORATION (DEESON) One of the best things you can do on content projects is know when to say goodbye to bad ideas. You are probably the biggest hindrance on the job if you can't. This is why working within a multi disciplinary team and not in silo is a real benefit. You need people to challenge your ideas, question your thought processes, improve on your creativity and help you understand when you’re heading down a dead end. My strategy is stronger for collaborating closely with all the types of people in this diagram. I remember feeling immensely frustrated, even angry, when I started moving from silo working to agile delivery. Working together involved change management of my own behaviour and thoughts. I realised that I had held onto my ideas because they were mine and not because they were the best ideas. Working this way means you can influence CMS design to make content creation more efficient, evaluate content performance better with effective reporting dashboards, identify weak and popular content, understand user behaviour and keep in touch with users.
- SLIDE 7 - HAIL THE GENERALIST Working closely with other disciplines grows knowledge. It made me realize that my strengths were the things I had been trying to hide. People want specialists and so you trim your skills to fit the criteria. Actually there is huge advantage to being a generalist and having knowledge about a wide range of disciplines. You become the enabler between team members, smashing obstacles, seeing risk clearly, responding to data and finding the path forward. It makes you empathetic, useful and collaborative. Everything you need to deal with today’s content shock.
- Mark Schaeffer on his Business Grow blog – Jan 6th Paraphrase: “Content won’t work anymore because the amount of available content will exceed our ability to consume it.” The piece went lit up the Content Marketing echo chamber… Ironically his BEST piece of content in years. One reason it went huge…
- A chart with crossing lines… What he didn’t do is put any dates on the X Axis
- Attention – not just an important goal – THE critical goal; and the hardest thing to do. Know one knew this better than Gabriel Garcia Marquez (RIP). 100 Years of Solitude.
- Multiplication sign Another school…
- A big winner for us before we started exploring emotion…
- Home runs that combine making people think and feel
- Thank you.