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“How to Develop a Content Strategy that Works”

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Content MArketing World 2011 …

Content MArketing World 2011

“How to Develop a Content Strategy that Works”

Jonathan Byerly, Director – Online Content, Dell
Two years ago, Jonathan decided to make content strategy a “personal crusade” at Dell. Now, as Dell’s Director of Online Transformation for Public & Large Enterprise Marketing, Jonathan is putting content strategy front and center in the Dell.com redesign process.
In this session, Jonathan will go through all the steps that Dell followed in putting together a Web content strategy that works, complete with takeaways and actionable next steps

Published in Technology , Business
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  • (real or implied- Kristina hadn’t written her book yet, and the intuition was here, but this is the story of the strategy that has evolved over time)Let’s take the journey
  • Dell.com is undergoing massive transformation, and this time, we’re doing it the right way. It starts with the content.Before I go on, though, I want to make sure that I am not providing any false impressionsI talk like we’re done, but we’ve really only just begun. We have critical mass, so you can see the impact today, but we have a long way to go, and dell.com is only the beginningIt’s not just my vision. There are hundreds of really smart people involved in this process, from technology selection, to UX design, to page template design, to many to call out. My focus is content. Content is my passion, and content touches all of these things. You might think that some pieces of this presentation belong in other places. You’re right!. The elements of content strategy are totally intermingled.
  • Dell.com was optimized to transact hardware salesThe solution sale is completely different, and ultimately happens offline
  • Commentary:NOTE: Facilitator – present the ScopeNOTE: Dell Executive – present the SPReE EffortNOTE: Facilitator – present the Buying ProcessSpend 10-15 minutes on this frameworkWe are leveraging the process mapping which has been done globally and other resources to get to this Buying Process and the Future ViewThis is the Draft process flow of the buying process from the customer’s perspectiveThis is a generic flow and is agnostic of the internal Dell sales processThis should be high enough level that it covers the general path of a buying process for most situations, especially the sale of technology/solutions/servicesThis is meant get them thinking before we cover the touch points in more detail in Section 4.0 and understand where their role primarily acts within this processAlso helps to frame questions in later sections the deckThe customer buying process was developed through a variety of sources and is aimed at showing a high-level view of a generic customer buying process for technology, services, and solutionsThe GREEN areas can be mapped back to the SPReE scope, while the BLUE areas may have only limited or no application to the Sales Process Re-Engineering effortConversation: Walk through the customer buying process as seen in this flow with a focus on the customer experienceMake the graphic real by walking through a basic example of the buying process (ex. buying a mouse, iPhone, corporate example, etc.)Ask participants if they think there are any high-level gaps in this conceptual flowQ) What types of purchases is each role responsible for?Q) Where do you see your roles aligning?Q) What roles do you interact with?If they ask about something – i.e. Contracting – relate to them that this is a Draft and ask them:“Where do you think it would be found?”Consider an example – i.e. buying a Computer Mouse.Definition of Areas:Idea - The customer has an idea for a solution. Search - The customer researches possible solutions, providers, and costs.Choose - After analyzing any available data and options, they will choose what to buy- or not to buy anything at all.Pay - The customer is ready to buy. An order and payment terms are submitted to a provider. Receive - The solution is received by customer per previously agreed terms with provider.Use - Customer begins to use their solution.Enhance - Post-sale activities such as education and modifi-cation, occur as customer choosesResolve - Ongoing post-sale relation-ship activities such as warranty, service and support, occur as needed by customer.
  • Commentary:NOTE: Facilitator – present the ScopeNOTE: Dell Executive – present the SPReE EffortNOTE: Facilitator – present the Buying ProcessSpend 10-15 minutes on this frameworkWe are leveraging the process mapping which has been done globally and other resources to get to this Buying Process and the Future ViewThis is the Draft process flow of the buying process from the customer’s perspectiveThis is a generic flow and is agnostic of the internal Dell sales processThis should be high enough level that it covers the general path of a buying process for most situations, especially the sale of technology/solutions/servicesThis is meant get them thinking before we cover the touch points in more detail in Section 4.0 and understand where their role primarily acts within this processAlso helps to frame questions in later sections the deckThe customer buying process was developed through a variety of sources and is aimed at showing a high-level view of a generic customer buying process for technology, services, and solutionsThe GREEN areas can be mapped back to the SPReE scope, while the BLUE areas may have only limited or no application to the Sales Process Re-Engineering effortConversation: Walk through the customer buying process as seen in this flow with a focus on the customer experienceMake the graphic real by walking through a basic example of the buying process (ex. buying a mouse, iPhone, corporate example, etc.)Ask participants if they think there are any high-level gaps in this conceptual flowQ) What types of purchases is each role responsible for?Q) Where do you see your roles aligning?Q) What roles do you interact with?If they ask about something – i.e. Contracting – relate to them that this is a Draft and ask them:“Where do you think it would be found?”Consider an example – i.e. buying a Computer Mouse.Definition of Areas:Idea - The customer has an idea for a solution. Search - The customer researches possible solutions, providers, and costs.Choose - After analyzing any available data and options, they will choose what to buy- or not to buy anything at all.Pay - The customer is ready to buy. An order and payment terms are submitted to a provider. Receive - The solution is received by customer per previously agreed terms with provider.Use - Customer begins to use their solution.Enhance - Post-sale activities such as education and modifi-cation, occur as customer choosesResolve - Ongoing post-sale relation-ship activities such as warranty, service and support, occur as needed by customer.
  • (real or implied- Kristina hadn’t written her book yet , so real or implied)Let’s take the journey
  • We asked our customers to group them- The results were insightful, but not as definitive as we would have hopedInsights Solution vs Service classification is frustrating as top-level nav lots of different ways to group information, very few clear majorities How they grouped them aligned woth their roles
  • How do you get 100000 employees to agree?
  • (real or implied- Kristina hadn’t written her book yet , so real or implied)Let’s take the journey
  • Let’s take the journey

Transcript

  • 1. Content and the Complex Sale#DellCMW
    Jonathan Byerly
    Director- Online Content
    @jonathanatdell
  • 2. A good idea can completely change things
    The results
    Dell is a Fortune 50 company serving consumers and businesses around the world.
    The idea
    Let customers have exactly the system they want, without paying the middle-man
  • 3. Good ideas can change Dell, too
    Substance
    How content strategy has changed Dell.com
    3
    Structure
    Circulation
    Conversation
    Governance
    Delivery
  • 4. Content strategy is evolving Dell.com
    Two years ago: The “root ball”
    • Product centric experience
    • 5. No consistent architecture
    • 6. Campaigns and dell-speak in navigation
    • 7. Multiple destinations for the same topic
    • 8. Random page connections, lots of orphans
    • 9. Lots of outdated content
    • 10. 80-90% of traffic to hardware pages
    Today: “Industry’s best B2B website”
    • Customer centric experience
    • 11. Consistent navigational strategy
    • 12. Flexible information architecture
    • 13. Navigation & copy based on customers
    • 14. Consolidated destinations for topic
    • 15. Fresh content
    Tomorrow: Bringing the content to you
  • 16. The challenge: Selling solutions online
    5
    I’ll take two virtualizations and a side of cloud, please
    ORDER HERE
  • 17. Customer buying process
    Confidential
    6
    4/6/2011
    • The customer purchase process begins long before your product is considered
    • 18. The solution sale happens offline
    Pre-Sales
    Post Sales Evaluation
    Sales
  • 19. Substance
    Words of value and quality, presented for easy consumption
    7
    Substance
    Relevance, Voice, Search-optimized, Purpose-driven
    Structure
    Circulation
    Conversation
    Governance
    Delivery
  • 20. Style and relevance – “Educational marketing”
    The “Trusted Advisor”
    Helps clients make better decisions
    Consultative, personal
    Provides decision frameworks
    Is “in the know”
    Current on market trends
    Distills important insights
    Tells it like it is
    Avoids “sales pitches”
    Provides relevant information,
    No geek speak
    8
  • 21. Content types vs Customer buying process
    Confidential
    9
    4/6/2011
     The subject and type of content needed changes through the buying process
    Pre-Sales
    Post Sales Evaluation
    Sales
  • 22.
    • We understand your pain
    • 23. The challenge is common in your industry
    • 24. Address this challenge with our solution
    • 25. Our products are designed and built for these solutions
    Product centric…
    10
    to user centric
    • We have high-performance, high-value, reliable products
    • 26. They are good for these solutions
    • 27. You need these solutions to address your challenges
    • 28. These challenges cause you pain
    • 29. We understand your pain
    • 30. The challenge is common in your industry
    • 31. Address this challenge with our solution
    • 32. Our products are designed and built for these solutions
  • Technology Resource Center
    Examples of Purpose Driven Pages
    Solution Page: How technology can solve a problem
    Specific pain
    How technology & capabilities address it
    Impact of solving the problem
    Relevant case studies, white papers, and technical documentation
    11
    Challenge page: Introduces a major industry challenge
    Key terms related to industry challenge
    Highlight categories of related pains
    Targeted pages optimized for specific pain points related to challenge
    Groups solutions that address the challenge
    Strategy Page
    Clear guidance on how to think about/prepare for using a technology
    Where to start
    Trends to watch
    Major camps of thinking
    Value Page
    Simple explanation of how technology works
    Return on investment
    Customer Case studies
    Implementation Page
    Best practices for implementing technology
    Technical guides
    Reference architectures
    Services
  • 33. Structure
    Helping users build a mental map of the content
    12
    Substance
    Circulation
    Conversation
    Structure
    Information architecture
    “Conceptual architecture”
    Standard copy architectures
    Governance
    Delivery
  • 34. What is a solution, anyway?
    13
    Business Intelligence
    Support
    Virtualization
    Graphic Design
    Green IT
    VMWare
    Academic Reasearch
    Efficient Enterprise
    Archiving
    Encryption
    Networking
    Systems Mgmt
    Security
    Life Sciences
    Server Consolidation
    Oracle
    Disaster Recovery
    Database
    Email
    IT productivity
    High Availability Clustering
    Workstations
    Power to Do More
    Storage
    Healthcare
    Windows
    Retail
    Servers
    Regulatory Compliance
    ERP
    Cloud
    Outsourcing
    Storage Area Network
    iSCSI
    Converged Infrastructure
    SQL
    Law Enforce
    Application Development
    Deduplication
    Consulting
    SAP
  • 35. What is a solution, anyway?
    14
    Campaigns
    feature Dell capabilities and expertise in a point-of-view messaging framework
    Partners
    provide specialized capabilities
    Support
    Needs
    categorize customer pain points that must be addressed
    Services
    perform tasks for a desired outcome
    Oracle
    Disaster Recovery
    Consulting
    SQL
    Regulatory Compliance
    Outsourcing
    SAP
    Green IT
    Security
    VMware
    Application Development
    IT productivity
    Windows
    Solutions
    Solve problems with Dell services and technology
    High Availability Clustering
    Business Intelligence
    Efficient Enterprise
    Archiving
    Graphic Design
    Deduplication
    ERP
    Server Consolidation
    Encryption
    Technologies
    provide the tools
    to solve problems
    Industry Verticals
    have distinct needs and vocabularies
    Systems Mgmt
    Workstations
    Healthcare
    Converged Infrastructure
    Storage
    Retail
    Servers
    Power to do More
    Academic Research
    Storage Area Network
    Database
    Cloud
    Life Sciences
    iSCSI
    Email
    Law Enforce
    Networking
    Virtualization
  • 36. New Dell.com learn architecture
    Flexible campaign layer presents solutions content in context & structure of campaign messaging
    Solutions Experience provides multiple paths to showcase solutions, leading to consistently organized technology & industry resource centers
    Purchase path features relevant solutions content on every product page
    15
    Solutions
    By Tech
    By Partner
    By Service
    By Need
    By Industry
    Systems
    Technologies
    Product Details
    Campaign
    Industries
    Configurators
  • 37. Personae: Speaking to different users on the same topic
    Business decision maker:
    “What is this and why should I care?“
    “Let’s talk dollars and cents”
    “Solve my problem”
    IT decision maker
    “Why is Dell so smart?”
    “How can Dell make me smarter?”
    “Let’s talk technology trends and long term strategy”
    Key Evaluator / Project lead
    “Am I going to work 80 hour weeks on this project?”
    “I know how to solve this problem, if only my boss would listen”
    “Let’s geek out on technology, performance and architecture”
    IT operator
    “How do I use this stuff every day”
    “I’ve become an expert with your competitor, why change now?”
    “I want to get ‘into the weeds’ to understand”
    16
  • 38. Technology “Blueprint” standardizes learn experience
    17
    Consistent table of contents modularizes message, creates predictable role-based structure for end users, and a content coverage guide for marketers
    Messaging on these category pages defines Dell’s position on, and provides standard vocabulary for the technology
    Documents (leaf level, white papers, brochures, videos, etc) is organized and maintained created to support these categories, using the current language on the pages
    Content “pool”
  • 39. One storytelling architecture for all technologies
    18
    Blade Solutions
    Cloud Computing
    Collaboration
    Converged Infrastructure
    Database
    Desktop Computing
    Exchange
    High-Performance Computing
    Linux
    Mobile Computing
    Networking
    Power & Cooling
    Storage
    Systems Management
    Unified Communication
    Virtualization - Client
    Virtualization - Server
    Windows Server 2008
    Workstations
  • 40. Governance
    Substance
    Keeping the strategy consistently implemented
    19
    Structure
    Circulation
    Conversation
    Governance
    Control Process, Planning, optimization
    Delivery
  • 41. The key to success:Balance Grassroots and executive mandates
    Executive Mandate
    Policy
    Simplicity
    Enforceability
    Broad communication
    Use executive mandate to
    Force collaboration
    Define clear roles
    Control voice & vocabulary
    Use grass roots approach to
    Develop & champion new approaches
    apply strategy on per-project basis.
    Training
    Momentum
    Voice & vocabulary
    Tactical consistency
    Shared
    Vision
    Role Definition
    KPIs
    Evangelism
    Persistence
    Proof of
    concept
    “Internal
    Outsourcing”
    Education
    Interpretation
    Research
    Subject-matter expertise
    Grass Roots
    20
  • 42. Messages for the messaging team:We don’t do messaging; you don’t do online
    Messaging is not the same thing as web copy
    Brief us!
    You will be edited!
    Message architecture is not the same thing as information architecture
    We love your message, but it does not define the site structure
    Using new terms for old things may be exciting marketing, but it sucks for search
    I know our name symbolizes our differentiated approach, but does anyone else know that?
    21
  • 43. Internal Outsourcing: The agency concept
    Digital Librarian posts all documents to dell.com
    Writes short and long descriptions
    Applies all necessary metadata tags
    Pushes documents through workflow to publish
    Chief consultant on site map for paid search programs
    Provides Tag requirements and queries for data driven pages
    The writer creates the web copy
    Search optimized
    Written for the web
    WE DON’T DO MESSAGING
    Creative Design
    Creates all graphics and merchandising pieces
    22
  • 44. Metrics to Optimize the experience
    23
    Constant monitoring of sites within dell.com for lead gen effectiveness
    Total unique visitors (bubble size)
    Site conversion (vertical axis)
    Form conversion (horizontal axis)
  • 45. OK, we have a website.Now what?
    24
  • 46. Different channels for each stage in the funnel
    Static
    Real time
    1: .
    1:1
    8
    Scale
    Interaction
  • 47. The content circulation matrix
    A customer can enter your funnel at any stage in their decision process
    The earlier they do, the higher your margins
  • 48. Define goals for each cell in the matrix
    Dell.com
    Solutions
    Systems
    Technologies
    Capabilities
    Needs
    Verticals
    Marketing Automation
  • 49. Expand your content beyond your site
    Drive MindShare in PreSales Phase
    • Targeted listening
    • 50. Respond to market events
    • 51. Tie current news to your product set
    • 52. Presence on 3rd party sites
    • 53. StumbleUpon, Viral content
    • 54. Increase search focus on pain points
    Increase Awareness in Sales Phase
    • Search Engine Optimization
    • 55. Corporate Twitter Accounts
    • 56. Blogging
    • 57. Presence on Networking sites (LinkedIn, Facebook)
    • 58. Targeted Decision-Maker communities
    Increase content and engagement in post-sale phase
    • User communities
    • 59. Technical support forums
    Dell.com
    Solutions
    Systems
    Technologies
    Capabilities
    Needs
    Verticals
    Marketing Automation
    Scale Engagement in Sales Phase
    • Authenticated Environments
    • 60. Protected forums
  • Circulation
    Creating a content ecosystem to extend your marketing funnel across the web
    29
    Substance
    Structure
    Circulation
    Influencer ID
    Channel mix
    Distribution model
    Conversation
    Governance
    Delivery
  • 61. Market content drives awareness & mindshare of Dell’s innovative solutions capabilities
    Showcase expertise
    Cover the right areas
    Be results-oriented
    Industry and technology news, including competitive response
    Market events with a Dell PoV
    Participation in high-visibility conversations
    Provide deeper insights related to dell activities, beyond PR team’s capacity
    Search Optimized
    Heavily hyperlinked
    Higher visibility than the competition
    Solutions & Services portfolio tied to customer and industry needs
    Thought leadership from Dell
    Partners that provide valuable content
    Expert opinions
    Competitive differentiation
    Peer recommendations
    Case studies
    30
  • 62. Identify and target key influencers to ensure that our presence is impactful...
    31
  • 63. Delivery Playbook
    Balance of content types over time
    TL
    Editorials
    Comments
    Mix across social sites according to priority
    Create variety of assets to keep Dell posts fresh
    Listening
    Marketing interface
    Prioritize
    Sync with production team on expert usage
    Share relevant articles among team
    Identify experts
    Internal
    3rdparty
    Perform content curation
    RSS
    Industry sites
    Social listening tools
    Core team/ Network
    On dell.com
    Off of dell.com
    Writing
    Editorials
    Blog Posts
    Tweets
    Video scripts
    Review
    Editing
    Approval
    Alignment
    32
  • 64. Balance of proactive and reactive, thought leadership and conversation
    Thought Leadership
    • Journalism team + Dell SMEs
    • 65. Editorial reactions to market and technology news
    • 66. Select responses to specific viral topics
    • 67. Dell POV on issues
    • 68. Dell SMEs
    • 69. Dell leadership
    • 70. Dell thinking on trends, new developments, or industry impacting events
    • 71. Interviews
    Proactive
    Major themes/ beats
    Reactive
    Market news
    • Journalism team
    • 72. Quick reactions to market and technology news
    • 73. Dell POV
    • 74. Mix of responses and dell promotion/linking
    • 75. Journalism Team
    • 76. Recycled content
    • 77. Curated content
    • 78. “First to publish” strategy demonstrates leadership
    • 79. Drive traffic through links back to dell.com
    Casual conversation
    33
  • 80. Leverage multiple delivery models to balance value & scale
    Highly portable, viral potential
    Increase scale by re-purposing original Dell content
    High
    Enter the discussion when Dell is not the focus
    Original
    Aggregated
    Topical, related, linkable to dell
    Recycled
    Value portability
    Editorial
    Limited portability
    Curated
    Low
    Production Scalability
    High
    Low
    Dell.com
    Content source
    Dell
    3rd party
    34
  • 81. Addressing the pre-sales phase off of dell.com
    Stumble upon, G+, Like, share
    • Design content to go viral
    • 82. post story on third party site
    • 83. Story has links to other dell content
    • 84. by-line refers reader to writer’s site
    • 85. Writer’s site aggregates their blogs and tweets from multiple locations is “Sponsored by Dell”
    • 86. tweet in personal Dell account
    • 87. Re-tweeted in Dell Enterprise twitter
    • 88. Writer also tweets about dell.com content and provides curated 3rd party content
    Third party business forum or blog
    YouTube
    Slideshare
    Market Response Twitter
    DellEnterprise Twitter
    Enterprise efficiency
    Dell SME site
    Dell.com
    Solutions
    Systems
    Technologies
    Capabilities
    Needs
    Verticals
  • 89. KPIs to measure impact of circulation strategy
    36
    Goal: Decision maker mindshare of Dell as innovative solutions provider
    Mindshare: Strong presence in all channels
    Relevance: A clear message that resonates
    Action: Provide a clear path to next step
    C
    A
    C
  • 90. Conversation
    Content in real-time
    37
    Substance
    Structure
    Circulation
    Conversation
    Expertise
    Strategic Actions
    Individual brand
    Governance
    Delivery
  • 91. Listening to the marketplace
    Monitors and routes over 22,000 online mentions of Dell every day
    • Conversations analyzed by topic, sentiment, share of voice, geography.
    • 92. Information routed to the right people - wherever they are in Dell- for response, insight, or action.
  • IT Operator community: www.delltechcenter.com
    39
    • Heavy participation from Dell SMEs in PG and consulting teams
    • 93. Guided community activities
    • 94. Challenges aligned to key Dell PoV’s
    • 95. Internal editorial calendar
    • 96. Reward with points and recognition
    • 97. Badging system
    • 98. Strong Twitter presence
    Proactive Engagement
    User
    Generated
    Content
    Reputation Management
  • 99. Engaging in the post-sale phase
    • www.delltechcenter.com team moderates technical community forums
    • 100. Weekly technical chats with SMEs
    • 101. Posts regular blogs on Inside Enterprise IT
    • 102. Maintains massive interactive twitter following
    • 103. Feeds content via RSS to LinkedIn group
    • 104. Participates in third party forums
    Third party tech forum
    Linked in grp
    TechCenter Twitter
    USER COMMUNITY
    Inside Enterprise IT
    Dell.com
    Solutions
    Systems
    Technologies
    Capabilities
    Needs
    Verticals
    Marketing Automation
  • 105. Decision-maker community: Enterprise Efficiency
    41
    Confidential
    community of business technology leaders and executive decision makers—including CIOs, analysts, consultants, and other IT-involved professionals—
    to share ideas, insights, observations, and best practice.
    Objectives:
    Grow the community via social sharing, collaboration, promotion, and new engagement opportunities (discussion areas, debates, chats)
    Drive traffic to dell.com
    Lead Generation
    Show Dell POV and link back to Dell content to convert to sale or continue learning.
    Engage / Build trust
    www.enterpriseefficiency.com
  • 106. Increasing traffic to dell.com in the sales phase
    Google seach optimization
    • IT decision maker community is the hub of sales-phase activity
    • 107. Weekly radio talks and debates with analysts & thought leaders
    • 108. Staff of industry writers
    • 109. Maintains massive interactive twitter following
    • 110. Feeds content via RSS to LinkedIn and facebook groups
    • 111. Guest writing on 3rd party forums
    • 112. Linkbacks to dell.com everywhere
    Third party forum
    Linked in grp
    Facebook page
    DellEnterprise Twitter
    Enterprise efficiency
    Dell.com
    Solutions
    Systems
    Technologies
    Capabilities
    Needs
    Verticals
    Opportunity: closing the deal
  • 113. The power of internal social media
    43
    Latest internal news posted in ongoing blog/forum
    • ETT content, Sales ops
    • 114. Sales can comment/ question directly inline
    Internal-only communities directly connect sales with the experts
    Let sales focus on networking with customers
    Next step- get customers direct access to internal SMEs in protected forums
    Internal Storage Thread:
    Internal CV thread
    Internal CI thread
    Subject matter Experts can see topic specific threads across all forums
    • Respond directly
    • 115. Leverage well received responses in others
    • 116. Recognize trends in questions, issues
    Dell Storage forum
    Dell & Partner SMEs
    EBC presenters
    Client virt forum
    Dell & Partner SMEs
    EBC presenters
    Converged Infr. forum
    Dell & Partner SMEs
    EBC presenters
  • 117. The results
    Industry’s best B2B website
    Leads are up 100% Y/Y
    Over half of B2B traffic now goes to Solutions
    On trajectory to grow 400% by end of year
     No one debates content strategy anymore!
    44
    Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
  • 118. Top Ten Takeaways
    Inventory your online properties using the content matrix. Do you have the right content in the right places?
    Engage customers in earliest phases of decision process for largest rewards
    Provide customers with educational content for each “cell”
    Invest in your writers’ personal brands. Their reputations build your brand.
    Tie all of your properties together with KPIs so they function as an ecosystem.
    Structure content around personae: What do they need, how do they talk?
    Message architecture is not the same as site architecture, and messaging is not the same as copy
    The easiest way to win a governance dispute is to do it your self
    Use a combination of content sources to provide customers with an ongoing stream of content, and use freeware tools to syndicate it
    The most overlooked link in the content value chain is closing the deal.
    45
  • 119. Thank you!
    46