“How to Develop a Content Strategy that Works”

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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

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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
  • “How to Develop a Content Strategy that Works”

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 Lots of outdated content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

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