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Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
Avitage Point of View on Content Publishing Operations - Slide version
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Avitage Point of View on Content Publishing Operations - Slide version

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This provides a comprehensive introduction to our view on content publishing operations to support content marketing, demand management (lead nurturing), sales enablement and sales channel support …

This provides a comprehensive introduction to our view on content publishing operations to support content marketing, demand management (lead nurturing), sales enablement and sales channel support initiatives.

It is the same content as the accompanying video.

Topics include: Why Content Publishing, Content Requirements and Challenges marketer face, How a Publishing Process differs from the traditional Production process marketers use, A Specific Content Project Example, A Model for Applying the Publishing Process to All Content Projects.

Published in: Business, Technology, Education
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  • Collections Header with silence[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{4F58F8A7-7F3D-4E92-B565-3FE20E63E946}}
  • Please don’t view this as a traditional video, rather as information sharing using audio with visual support[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{63E3D16D-8617-4900-B466-8BA0BF8E4BA4}}
  • New requirements and realities are causing organizations to shift their content creation process to adopt the best practice we refer to as the “content publishing process”. Buyers want content that is relevant to their particular role and situation, rather than one-size-fits-all content. Buyers want content that educates, helps them create a vision, make a business case and inspires, not traditional feature and benefit pitches. This is creating a dramatic increase in the volume of content required to satisfy these requirements. The traditional production process breaks down with these requirements. Organization after organization complain about the burden this places on their subject experts time and effort, especially if they are forced to become content creators. They want to reduce their role in this process. We believe content must be a planned, asset development and maintenance process. Marketing should build reusable assets that can be shared across the organization--rather than the traditional event driven point-production approach. As a result of these realities, content creation is moving from centralized, professional creators to what we call “new producers” throughout the organization. We hear organizations asking, “How do we support that effort so that we achieve the quality, consistency and results that we’re after?” These new realities and requirements can put a huge burden on the cost of creating content, especially using the traditional approach. Organizations need to flatten the content cost curve. To achieve this, organizations must create modular content that can be reused at more granular levels, as well as in finished programs. And, content must be flexible enough to be used in multiple delivery channels.[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{6D59265E-6507-42A4-BCDC-ABF12803412E}}
  • Content must be relevant[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{D7E61A96-36C7-4722-9DB3-9451C138C612}}
  • Results in high volume ofcontent that threatens budgetsor content availability[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{7ADF6165-5C18-481D-9EF7-397132742912}}
  • How the "publishing operations model" differs from the traditional "point production" model[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{C0C3BD37-8AE5-4E53-B62E-394C070FCE1E}}
  • Let's look at the difference between the traditional process and the publishing approach to creating content. In most organizations content is created and used in different functional areas, but typically the content is not shared, the processes for creating, managing and delivering content are different, and resources aren’t shared. This leads to inefficiencies and lack of reusability. The traditional point production process is typically centralized for each group--often it's outsourced. Generally, content projects are what IDG refers to as “random acts of content”. Hopefully there is some digital asset management system, although often if it's outsourced, we find that organizations don't do a very good job managing raw digital assets. The result of this effort is a set of finished programs. Finished programs are managed and deployed in training through a learning management system, in sales through some sort of portal, in marketing in a variety of ways: a content management system to the website, a document management system for the organization, perhaps marketing automation for lead generation and nurturing, and different portals--and the channel often has its own portal. Delivery of content is typically in the live and on-demand capacity, certainly for training, as well as sales. whether live in person or live over the web. Marketing have a variety of delivery methods for their websites, campaigns, and events. When it comes to the channel, the channel wants to do everything. They want to train their people, conduct marketing and they want sales and sales support. The publishing process changes the creation process, especially with a structured content publishing program. This requires reengineering: the thinking about the entire approach to content, the process, the technology and the people. Rather than build only finished programs, this approach manages and organizes content in modules that are ready to be assembled and delivered in a variety of different formats, such as text documents, PowerPoint, audio, and video; and this assembly might reference related documents, associated scripts and other key elements. These assets should be organized by taxonomies that make it easy for the groups and constituencies in each different functional area to find, access and then use that content. These modular assets can be subsequently turned into finished programs.[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{98D4CF27-2253-4BF3-A79F-955E2BAD1C00}}
  • Publishers separate the different activities that take place in the creation process. Content frameworks are quite literally the blueprint for creating content. This enables a team to leverage every project to create content for multiple purposes as well as multiple formats. As we plan each project, the frameworks help us prioritize the content we need. It identifies the messages we’re going to use. It also reveals message and content gaps. Because this is work in a very dynamic environment, frameworks make it a lot easier to monitor over time those things that are changing.[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{E3448D51-7C20-49BE-BB6B-8F28F222E23E}}
  • Jim Burns Intro[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{75101C01-D799-40AC-A599-3723FA433355}}
  • [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{2B03412E-A014-4B55-968F-EB2261FB8738}}
  • Collections Header with silence[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{4276B24E-7237-4774-9876-756C91B7A734}}
  • The Avitage content publishing operations model separates and enhances 4 core functions of any content process: Planning & acquisition of key inputs to, the creation and production step, final assembly and delivery, and deployment and management.  This is a high level summary of the kinds of changes required to fulfill on today's new requirements to support: lead gen and demand management, sales and channel enablement, and even training.  By separating the core functions with better process support and deeper execution of each function, better results will be realized.  Please see our explanation of the high level, universal planning activity we refer to as Customer and Content Frameworks that should be created at a company or business unit level prior to initiating specific content projects. Frameworks document common customer and messaging inputs that inform and support every content project. This lowers time, effort and variability of critical input factors. [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{64D744E6-96AC-41BD-931B-D56365487D3E}}
  • The first planning difference is the need to create not only the project's core content, but to create as many content extensions as possible. This part of planning decides what content to create. We explain the concepts of content extensions elsewhere. In this piece we want to show that these are important function activities that should be handled in a specialized manner.  By applying Customer and Content Frameworks, the planning process defines how content should be created -- for example core: customer issues, themes, keywords or phrases -- among many, many others.  Acquisition is a significant function that should be changed and expanded in most organizations. See our detailed explanation of this activity elsewhere. Our acquisition process provides critical subject or domain expert inputs to create content, without burdening subject expert's time and effort.  This process enables production specialists in areas such as scriptwriting and storyboarding, graphic development, audio/video production and others to focus on their expertise. They don't have to spend significant time to become deeply knowledgeable about the subject for which they are creating content.  In addition to deploying finished programs, this publishing process creates, deploys and maintains three "levels" of content: finished programs as most organizations manage today, but also the modular components that make up finished programs, as well as core digital assets such as images, graphics and audio/video elements.  This makes it possible, indeed easy, to re-purpose and re-fresh source assets. Even video content can be maintained to extend useful life significantly.  Most important is the ability to organize modular content into the versions of final deliverables required to meet the many use cases for each communication function of the organization: marketing, sales, training and the channel. We also elaborate on this elsewhere. By providing a database of source media as well as modular assets, front line business people can pull what they need and use preferred assembly and delivery tools for each content or communication objective. Content relevance is only achieved by those closest to the end viewer. And delivery by the front line improves timing, the ability to garner attention, and feedback, tracking and metrics. [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{23A6462B-441F-4519-AB92-3E1C3343E6AD}}
  • For each content project create content for multiple personas stages formats[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{0BD922E7-155C-459E-A4D6-37784C05A615}}
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  • At this point you likely have a number of questions. [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{F1EEF396-3E84-45BA-945C-89EDF3798F3A}}
  • [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{788D64C6-9648-4B6C-AD69-F3317704ECE6}}
  • Transcript

    1. WHY A CONTENT PUBLISHING PROCESS Corresponds to Video Version Contains extensive builds with audio Download and play as slideshow for best results
    2. • Content must be relevant to each buyer and their situation, vs. “one size fits all” • Content must educate, create a vision and inspire vs. pitch features and benefits • This means a dramatic increase in the volume of content to create which breaks down with traditional approaches • We must reduce the burden on subject experts (SMEs) and change their role in creating content • Content creation must become a planned asset development and maintenance process vs. an event driven, “one-and- done” approach • Content creation is moving from centralized, “professional” creators to “new producers” all over the organization and beyond who must be supported to realize quality, consistent and efficient results • Organizations must flatten the cost curve, especially if they apply traditional approaches to new requirements • Content must be created for sharing and re-use at the “modular” level, not just as finished programs • Content must be flexible enough to be used in multiple delivery channels. Why a content publishing process? New requirements and realities
    3. Content must be relevant
    4. “Re-orient your marketing thinking to guide prospects through their education and discovery process by understanding and presenting the exact information they need at each step.” Steven Woods, Digital Body Language S T O R Y Audience Roles Stages of Buying/ Selling Process Competitive Options Industry Differences Specific Needs and Issues Different Use Cases 45 = 1024 “documents” X 3-5 “touches”
    5. Results in high volume of content that threatens budgets or content availability
    6. Blogs PR Events Speaking Engagements Videos Social Media Webinars & Live Web Meetings Mobile Delivery Website / Landing Pages Product / Solution Briefs Emails / Email Campaigns Research Reports Case Studies E-book / White Papers Articles Newsletters Presentations & Briefings Training Customer Communications Lead Nurturing Lead Generation Delivery Methods Purposes
    7. 1. Quality 2. Time 3. Cost 4. Volume 5. Relevance 6. Maintain Share & Re-use 7. Foreign languages Who will create this content? Traditional production methods: • expensive, • require too much lead time • result in single purpose, "point productions“ The ad hoc crafts of individuals leads to inconsistencies, variations in quality and hidden costs. WHY? New operational challenges Must optimize ALL factors
    8. How the "publishing operations model" differs from the traditional "point production" model
    9. Create Traditional, “Point Production” Process Centralized, Outsourced, Event Driven, “Random Acts” (Digital Asset Management) Sales Marketing ChannelTraining Finished Programs Content Publishing Program Re-engineer: Thinking – Process – Technology – People Deliver • Website • Campaigns • Events • Training • Marketing • Sales • Live • On-Demand Manage/ Deploy • CMS • Doc Mgmt System • Mktg Automation PortalPortalLMS Manage/ Organize Pre-produced Modular Communication Assets PowerPoint – Audio – Video – Related Docs – Scripts Organized by Functional Taxonomies Traditional Process • Live • On-Demand Publishing Process
    10. Structured Content Publishing Program Project Plan Core Deliverables Plus Content Extensions Edit Transcribe Create “Content Source” Other content SME in audio Visuals Acquire Create Visual support Copy & Audio Graphics Delivery methods Assemble & Deliver Tailor Content Inventory DAM Organize Modules Maintain Deploy & Database Documented Content Strategy, Plans, Proces s & Frameworks Track, Measure & Improve
    11. Explain & Prove Value Customer Stories Content Categories Attention & Interest Generation Education Nurturing Support Establish Buying Criteria Competitive Positioning Technical & Process Explanations Key Issues & Themes Message Maps By Stage, Rol es, Industr y Key Customer Proof Points Develop Core Storylines Value Model Align Capabilities to Causes Key Buying Criteria Generic vs. Differentiated Value How do you message value? How do you demonstrate value? Competitive Landscape Buying Process Customer Questions & Info Rqmts Communication Audit Document Stages People Map / Personas Beliefs Urgency Problems / Causes Segments Ideal Customer Profile Blueprint for content creation Create for multiple use cases & formats Prioritize content creation requirements Clarify & identify gaps Monitor & evolve over time
    12. Content Production Project Mid Stage • Lead Nurturing • Educate • Influence Criteria Active Decision • Sell • Prove Value • Explain Differentiation Source for content narrative - 2-3 hrs interview inputs - 1-2 hrs review + edit 2- 4 pcs for early stage 2- 6 pcs for mid stage 4- 10 pcs for active stage x 3 + roles 10- 30 Content Elements + Multiple formats + Content Source + Re-usable modular content + media assets Output Primary contributor / content creator - Days of input - Days of delay 1 finished “point production” Output Early Stage • Lead Gen • Attention • Awareness Buying Stage Buyer Role Buyer Role 1 Buyer Role 2 Buyer Role 3 From To SME/Customer Inputs • Product launch • Marketing campaigns • White papers • Webinars • Customer stories • Events
    13. A “PUBLISHING OPERATIONS MODEL” Press Play Button
    14. CREATE & PRODUCE ASSEMBLE & DELIVER PLAN & ACQUIRE Manage Organize & Deploy Separate 4 core content creation functions Customer & Content Frameworks
    15. CREATE & PRODUCE ASSEMBLE & DELIVER PLAN & ACQUIRE Manage Organize & Deploy Separate content creation functions Re-purpose, refresh & maintain assets Organize for use case versions
    16. FOR EACH CONTENT PROJECT CREATE FOR MULTIPLE: PERSONAS, STAGES, FORMATS Press Play Button
    17. Buyer Questions Trends Insights / Ideas Best Practices Applications Business Case --------------- POV / Vision Solution Capabilities Examples Customer Stories Compete / Compare Value Deployment Status Quo Priority Shift Research Options Step Back Validate Choose Buyer Roles on the People Map Short text Long text Video Graphic Webinar Collateral Email, Landing Page, Micro Site Demo Awareness Understanding Urgency Buying Criteria Preference Referral Decision Behavior ChangePersona B2B Content Mapping Framework Symptoms / Causes Implications / Impact Why Change? Why Now? Why You? ------------- Strategic Technology Change Mgmt Risk Financials – ROI, TCO, Cash Flow Problems / Factors Issue / MessageStage Format Outcome / Action
    18. Persona B2B Content Mapping Framework Symptoms / Causes Implications / Impact Why Change? Why Now? Why You? ------------- Strategic Technology Change Mgmt Risk Financials – ROI, TCO, Cash Flow Problems / Factors Issue / MessageStage Format Outcome / Action Production Process Buyer Questions Trends Insights / Ideas Best Practices Applications Business Case --------------- POV / Vision Solution Capabilities Examples Customer Stories Compete / Compare Value Deployment Status Quo Priority Shift Research Options Step Back Validate Choose CEO + VP Mktng Demand M Field Mkt VP Sales Channel LOB / User Operations Short text Long text Video Graphic Webinar Collateral Email, Landing Page, Micro Site Demo Awareness Understanding Urgency Buying Criteria Preference Referral Decision Behavior Change
    19. B2B Content Mapping Framework Symptoms / Causes Implications / Impact Why Change? Why Now? Why You? ------------- Strategic Technology Change Mgmt Risk Financials – ROI, TCO, Cash Flow Problems / Factors Buyer Questions Trends Insights / Ideas Best Practices Applications Business Case --------------- POV / Vision Solution Capabilities Examples Customer Stories Compete / Compare Value Deployment Issue / Message Status Quo Priority Shift Research Options Step Back Validate Choose Stage CEO + VP Mktng Demand M Field Mkt VP Sales Channel LOB / User Operations Persona Short text Long text Video Graphic Webinar Collateral Email, Landing Page, Micro Site Demo Format Awareness Understanding Urgency Buying Criteria Preference Referral Decision Behavior Change Outcome / Action Production Process Publishing Process
    20. The Big WHY? Must find a way to produce greater volume, faster, preserving quality, accommodating relevance requirements, multiple formats … … but flatten your content creation cost curve! Content equals 35% of marketing budget 20142013 Volume of Content Cost of Content Timeline 2015 2016
    21. Contact us at 508.397.7059 We would welcome an introductory conversation Visit us at www.Avitage.com

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