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Content Driven Marketing as the strategic source of competitive advantage – Vincent Hooplot – ROBECO Groep

Content Driven Marketing as the strategic source of competitive advantage – Vincent Hooplot – ROBECO Groep



Retail and B2B markets are under constant pressure of commoditization. How to cut through the clutter? By now smart marketing professionals have figured out that relevant, proprietary content is the ...

Retail and B2B markets are under constant pressure of commoditization. How to cut through the clutter? By now smart marketing professionals have figured out that relevant, proprietary content is the key source of long term competitive advantage for the company. But how to get your colleagues and senior management aligned behind this thought? What is the preferable role of senior management and which troubles does one face in the process? What are the do’s and dont’s?



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    Content Driven Marketing as the strategic source of competitive advantage – Vincent Hooplot – ROBECO Groep Content Driven Marketing as the strategic source of competitive advantage – Vincent Hooplot – ROBECO Groep Presentation Transcript

    • Content Driven Marketing A strategic source of competitive advantage 20 March 2012By: drs Vincent Hooplot RMSenior Vice PresidentGroup Director Marketing & Business Support
    • Agenda• Introduction• Context• The Case• Lessons & Key Insights
    • GoalThe goal of my presentation is to answer 3 key questions with regard tocontent strategy and content driven marketing:1. Why is Content Strategy of importance for marketers?2. How to approach this big, hairy project?3. What to expect in the process?
    • Why is this important for you? Client Role marketer? Conversation Proactive Reactive About? Strategic Operational Content Key challenges marketer: People -Commoditization -ClutterProcess Systems -Differentiation
    • Today’s marketing challengesCommoditization & clutter: due to an environment of low entry barriers, abundanceof suppliers, products and clutter it has become essential to „mine‟ the differentiatingcapacity of your firm.Role marketers: you have to lead the way, but be aware this means that you will haveto apply all the charm and fight that you have, since many companies are not waitingfor the involvement of marketers. Many organizations see the marketing department asa promotional department.Preconditions for successfully selling content management as strategic differentiator:- a marketing function that has gained thrust through adding strategic value- a marketing function that gets relevant air time in the boardroom- clients and prospects value knowledge
    • The Case An organization that produced a tremendous amount ofproprietary content. However the organization was not fully equipped nor ready to consistently and coherently deliverrelevant and differentiating content that will help it achieve its strategic goals of delivering superior customer value.
    • 4-step approach• Get the topic on the boardroom agenda• Scan the current situation• Develop a blueprint• Start implementing
    • Be prepared for a fuzzy process
    • …and expect• Resistance• Power play• 16 types of “yes”• Being challenged most of the time• Over engineering
    • Step1: Landing the Topic• Link content to company strategy• Get key players behind the idea of differentiation• Assess which role content plays in your current organizationWe formulated the assignment as follows:Develop a thorough and efficientcontent management organization model (Blueprint)that will help Robeco to achieve its strategic goals‟.10 22 March 2012
    • Step2: Assess current situation People Systems Processes
    • Interviews and content assessment Findings: Content Management is not centrally organized and lacks essential expertise and content instruments and more content is being produced than can be maintained. Expertise - Content policy - Chief editor - Traffic Management - Information management and control Content instruments - Workflow tool - Planning tool - Content database - Content architecture (e.g. definition content type en metadata)12 Marketing update- International 22 March 2012 12
    • Refine your goalRefined company-specific goal for Content Management Organization‘Systematically identify and gather relevant news, facts, opinions and pro-actively convert this into client centric, differentiating and creative content inthe tone of voice of the recipients’.Critical success factors– Continuity, consistency and coherence of process and content– Credibility and accessibility of content13 22 March 2012
    • Step3: Develop Blueprint- Roles Commercial thema’s & strategic themes- Governance Education- Responsibilities Expert opinion Science Productnews Commentaries (Product)campaigns Productinformation RFP’s, RFI’s, DDQ’s Maintenance and improvement loop Mine Set Order Create Distribute/ Publish knowledge subject assignment content content
    • New rolesSet new marketing & communication roles with clear mandate, tasks &responsibilities:• Chief editor• Expert• Information Specialist• Content Information Officers• Traffic Managers• Principal• Implementation Manager
    • New governance Content Board • Creates buy in for the Content Management Organization en its tasks and responsibilities • Steers implementation of content policy • Consists of the key stakeholders Content Alert Meeting • Decides which content will be developed for which channel/content type, based on the news/actuality • Discusses longer term subjects • Assigns capacity within own departments16 Marketing update- International 22 March 2012 16
    • New preconditions and supportContent management: coordination of all content with clear insight and oversightabout who has created which content and when. And how it can be recycled.Documented!Quality criteria: Quality criteria and editing formulas have to be defined. And KPI‟sfor content, content development and content management. Effectiveness of contenthas to be measured (satisfaction, client demand analysis)Content architecture: Develop a structure that stipulates how content types look.Metadata has to be added structurally, to ensure that content can be found. Develop apolicy that stipulates which content types may be applied.17 22 March 2012
    • New preconditions and supportDatabase/registration system: Implement a central database or registration system.Recycling content will be possible, and current content can be used as inspiration fornew content. Creating content about the same subjects by different people within thefirm will be improves. More consistency.Content instruments: Content instruments like content planning and workflow areimplemented for the entire organization. These instruments facilitate that tasks withinthe entire content chain can be done in a more efficient and manner.Client interaction: Organize good fit of content with interaction with clients. 1st and2nd line.18 22 March 2012
    • Step4: Implement
    • Lessons content implementationSetting up a content management organization is a strategic change program• There‟s no quick fix program• Don‟t expect an open invitation to get on the agenda• We (marketers) have to get out of our comfort zone• The road to success is paved with failure• Align the right people behind your ideasGet out there, claim the subject and make your company competitiveAbove all: be pragmatic in the process Marketing update- International 20
    • Key messages for marketers• Earn the right… to take on a strategic role• Know your clients… better and then the rest of the organization (that‟s your added value) Sales people are out selling…• Help the organization to differentiate itself against competition• Have a tangible impact… on client acquisition and retention (add value in all stages of the sales cycle)• Think, act and live with the awareness of the value chain