Content Marketing 101: Overview of Content Marketing
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Crown - CONTENT MARKETING ASIA MASTERCLASS ...

Crown - CONTENT MARKETING ASIA MASTERCLASS
February, 2014

Content Marketing 101:Overview of Content Marketing

• The changing behaviour of customers
• How content marketing enhances customer engagement and conversion
• The convergence of social and content marketing (engagement, not merely likes)
• The process: Strategy, Creation and Syndication.
• Thoroughly understand the three components necessary to implement an effective content marketing strategy
• Receive guidance on what types of content may be suitable for their particular organization
• Determine the best way to distribute content
• Address important issues such as implementation and management of a content strategy

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  • 1. Overview of Content Marketing Case Study, Concepts, and Debatable Ideas Kenny Ong Unilever Network Malaysia http://totallyunrelatedrandomanddebatable.blogspot.com/
  • 2. Branding today… 13th April 2009 •Two Domino’s employees •YouTube •Apology from Domino’s after 48 hours •1 million hits •Twitter: questions on silence •LinkedIn: suggestions by users in forum BusinessWeek, May 4, 2009 http://totallyunrelatedrandomanddebatable.blogspot.com/ 2
  • 3. Domino’s GPS Tracker http://totallyunrelatedrandomanddebatable.blogspot.com/ 3
  • 4. 130 YEARS & STILL GROWING 167,000 employees Work for Unilever €50 Billion Worldwide sales in 2011 400 Brands 2 billion people Use Unilever’s products Each day worldwide Sold in 180 countries http://totallyunrelatedrandomanddebatable.blogspot.com/ 4
  • 5. http://totallyunrelatedrandomanddebatable.blogspot.com/ 5
  • 6. Agenda Business Target CONTENT Channel http://totallyunrelatedrandomanddebatable.blogspot.com/ 6
  • 7. THE REAL GOAL OF MARKETING AND BRANDING Understanding our role in the whole scheme of things http://totallyunrelatedrandomanddebatable.blogspot.com/
  • 8. The real goal of Marketing and Branding Understanding our role in the whole scheme of things http://totallyunrelatedrandomanddebatable.blogspot.com/ 8
  • 9. PR back then… 18th century: press relations, lobbying and, celebrity campaigning World War I: U.S. publicity 1920’s: Tobacco Industry Source: Wikipedia.com http://totallyunrelatedrandomanddebatable.blogspot.com/ 9
  • 10. Role Of PR & Communications in the OLD DAYS? 1. helping find or create great stories, 2. translating stories into the language that the right audience can understand, 3. using the best tools to reach those audiences, 4. listening the to feedback and echoes the stories create, 5. engaging in the appropriate way, and 6. Gatekeeper (unfortunately) http://totallyunrelatedrandomanddebatable.blogspot.com/ 10
  • 11. What has Changed? • Content Marketing • Social Media • Engagement • SEO • Syndication & Distribution • Platforms • • • • • • Stories Translation Reach Listening Engaging Gatekeeper http://totallyunrelatedrandomanddebatable.blogspot.com/ 11
  • 12. What has NOT changed? • Content Marketing • Social Media • Engagement • SEO • Syndication & Distribution • Platforms • • • • • • Stories Translation Reach Listening Engaging Gatekeeper The ROLE http://totallyunrelatedrandomanddebatable.blogspot.com/ 12
  • 13. What Changed? Audience Channel Change Story Tools http://totallyunrelatedrandomanddebatable.blogspot.com/ 13
  • 14. What is the purpose of Marketing & Branding? Ultimate Objective of Marketing: “Get more people, to buy more things, more frequently, at higher prices.” “Retention and Loyalty are useless if No Conversion is happening.” Sergio Zyman http://totallyunrelatedrandomanddebatable.blogspot.com/ 14
  • 15. What is the purpose of Marketing & Branding? “Retention and Loyalty are useless if No Conversion is happening.” “Communication is useless if No Conversion is happening.” http://totallyunrelatedrandomanddebatable.blogspot.com/ 15
  • 16. What is the Objective? 1.Comm = Relationship (something like Dating) 2.Comm ≠ Media glitz 3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL 4.Comm ≠ CSR 5.Comm ≠ Social Media 6.Comm = Get more people, to buy more, more frequently, at higher prices http://totallyunrelatedrandomanddebatable.blogspot.com/ 16
  • 17. Agenda Business Content Target Channel http://totallyunrelatedrandomanddebatable.blogspot.com/ 17
  • 18. THE BUSINESS MODEL The biggest impact http://totallyunrelatedrandomanddebatable.blogspot.com/
  • 19. The McPlaybook* Make it easy to eat • 50% drive-thru • Meals held in one hand Make it easy to prepare • High Turnover • Tasks simple to learn & repeat Make it quick Make what customers want • “Fast Food” • Prowls market for new products • Tests new products for Cooking Times • Monitored field tests *Adapted from: Businessweek , Februrary 5th 2007 http://totallyunrelatedrandomanddebatable.blogspot.com/ 22
  • 20. What is the Business Model? •Google •Tata Nano Profit Model USP Market Discipline http://totallyunrelatedrandomanddebatable.blogspot.com/ 23
  • 21. Business Model: Profit Model Revenue Assets Cash Flow Cost Margin http://totallyunrelatedrandomanddebatable.blogspot.com/ 24
  • 22. What is the Business Model? USP Profit Model Market Discipline http://totallyunrelatedrandomanddebatable.blogspot.com/ 25
  • 23. Market Discipline Product Leadership "A great deal!" • Features, Benefits "Constantly renewing and creative" • Limited "Always on the leading edge" Range "They are the most innovative" Operational Excellence Excellent/attractive price Minimal acquisition cost and hassle • Cost Lowest overall cost of • Convenience ownership • firm" "A no-hassles TCO Convenience and speed Customer Intimacy "Exactly what I need" Customized products Personalized communications • Solutions "They're very responsive" • Preferential service and Customization • Breadth & flexibility Recommends what I need Depth "I'm very loyal to them" Helps us to be a success Reliable product and service http://totallyunrelatedrandomanddebatable.blogspot.com/ 26
  • 24. Market Discipline "They are the most innovative" Product Leadership •LV "Constantly renewing and creative" "Always on the leading edge" •Air Asia "A great deal!" Operational Excellence Excellent/attractive price Minimal acquisition cost and hassle Lowest overall cost of ownership "A no-hassles firm" Convenience and speed •Ramly Customer Intimacy "Exactly what I need" Customized products Personalized communications "They're very responsive" Preferential service and flexibility Recommends what I need "I'm very loyal to them" Helps us to be a success Reliable product and service http://totallyunrelatedrandomanddebatable.blogspot.com/ 27
  • 25. Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence (low cost producer) Customer Intimacy (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 http://totallyunrelatedrandomanddebatable.blogspot.com/ 28
  • 26. Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence (low cost producer) Customer Intimacy (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 http://totallyunrelatedrandomanddebatable.blogspot.com/ 29
  • 27. Alignment & Consistency: Market Disciplines Product Leadership (best product) Operational Excellence (low cost producer) Customer Intimacy (best total solution) Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995 http://totallyunrelatedrandomanddebatable.blogspot.com/ 30
  • 28. Alignment & Consistency: Disciplines, Priorities, and KPIs Operational Excellence • Fast (on demand) • Simple • Responsive • Consistent information for all • • Management by Fact • Easy to do business with Error free, reliable • Customer Intimacy Competitive price • Product Leadership New, state of the art products or services Meet volatile customer needs • Have it your way (customization) • Fast concept-tocounter • Market segments of one • Never satisfied obsolete own and competitors' products • Proactive, flexible • Relationship and consultative selling Learning organization • Cross selling Transactional • Risk takers • • • 'Once and Done' • http://totallyunrelatedrandomanddebatable.blogspot.com/ 31
  • 29. Alignment & Consistency Product Leadership (best product) Operational Excellence (low cost producer) Customer Intimacy (best total solution) http://totallyunrelatedrandomanddebatable.blogspot.com/ 32
  • 30. Alignment & Consistency Apple powerful Product Leadership (best product) products, premium pricing, limited range Acer super lean cost structure, aggressive pricing Operational Excellence (low cost producer) Still Doing well in 2009/2011 HP well-balanced portfolio, mass customization Customer Intimacy (best total solution) http://totallyunrelatedrandomanddebatable.blogspot.com/ 33
  • 31. Market Disciplines: Hardware Apple powerful products, premium pricing, limited range ‘Locals’ super lean cost structure, aggressive pricing Operational Excellence (low cost producer) Product Leadership (best product) Still Doing well in 20122013 Samsung wellbalanced portfolio, mass customization Customer Intimacy (best total solution) http://totallyunrelatedrandomanddebatable.blogspot.com/ 34
  • 32. Market Disciplines: Technology Apple powerful products, premium pricing, limited range Amazon super lean cost structure, aggressive pricing Operational Excellence (low cost producer) Product Leadership (best product) Still Doing well in 20122013 Google wellbalanced portfolio, mass customization Customer Intimacy (best total solution) http://totallyunrelatedrandomanddebatable.blogspot.com/ 35
  • 33. Alignment & Consistency: Business Model USP Profit Model Market Discipline http://totallyunrelatedrandomanddebatable.blogspot.com/ 36
  • 34. Agenda Business Content Target Channel http://totallyunrelatedrandomanddebatable.blogspot.com/ 37
  • 35. UNDERSTANDING THE TARGET The power of targeted communications http://totallyunrelatedrandomanddebatable.blogspot.com/
  • 36. Understanding the Target http://totallyunrelatedrandomanddebatable.blogspot.com/ 40
  • 37. Target: Decision Chain Influencer Again: different type, different strategy Buyer User http://totallyunrelatedrandomanddebatable.blogspot.com/ 41
  • 38. Market Penetration Overview • “Crossing the Chasm” 1. Need to attract the Early Adopter (willing to try) group first via neutral and niche products Resistant to taking up new product (prefer ‘safe’ route) 2. The Mass market will follow once they see early adopters joining 3. If company does not innovate or has weak retention plans, customers will leave http://totallyunrelatedrandomanddebatable.blogspot.com/ 42
  • 39. Men vs. Women: Getting Dressed
  • 40. Men vs. Women
  • 41. Content for WHO? Age Gender Location Language Interests http://totallyunrelatedrandomanddebatable.blogspot.com/ 45
  • 42. What does the Customer want? Product/Service Attributes * Treacy & Wiersema, The Discipline of Market Leaders, 1995 Relationship http://totallyunrelatedrandomanddebatable.blogspot.com/ Image 46
  • 43. What does the Customer want? Operational Excellence: Quality and selection in key categories with unbeatable prices Product/Service Attributes Price √ Time Quality Relationship Selection * Treacy & Wiersema, The Discipline of Market Leaders, 1995 √ http://totallyunrelatedrandomanddebatable.blogspot.com/ Image Smart Shopper 47
  • 44. What does the Customer want? Product Leadership: Unique products and services that push the standards Product/Service Attributes √ √ Time Brand Relationship Function * Treacy & Wiersema, The Discipline of Market Leaders, 1995 √ http://totallyunrelatedrandomanddebatable.blogspot.com/ Image Best Product 48
  • 45. What does the Customer want? Customer Intimacy: Personal service tailored to produce results for customer and build long-term relationships Product/Service Attributes √ Service √ √ Relationship √ * Treacy & Wiersema, The Discipline of Market Leaders, 1995 Relations http://totallyunrelatedrandomanddebatable.blogspot.com/ Image Trusted Brand 49
  • 46. Go-To-Market: Different Customers, Different Methods Self Reliant Need Help Seek Change Searchers Collaborators Seek Stability Streamliners Delegators http://totallyunrelatedrandomanddebatable.blogspot.com/ 50
  • 47. Go-To-Market: Different Customers, Different Methods Self Reliant Seek Change Searchers Seek Stability Streamliners Need Help Collaborators •touch and feel •‘first’ to know •Talk to technicians/experts •pros and cons, trends, lots Delegators of info •Offer choices •Online resource •innovations, new stuff http://totallyunrelatedrandomanddebatable.blogspot.com/ 51
  • 48. Go-To-Market: Different Customers, Different Methods Self Reliant Seek Change Searchers Seek Stability Streamliners Need Help •Minimize risk •Standardization and consistency (routines) Collaborators •Wants systems to follow their habit Delegators http://totallyunrelatedrandomanddebatable.blogspot.com/ 52
  • 49. Go-To-Market: Different Customers, Different Methods Self Reliant •Treats Store Personnel as Seek consultants Searchers •Pilot projects, process Change improvements •Co-discover new applications for existing Seek Streamliners business/products Stability •Ongoing coaching and value-added services Need Help Collaborators Delegators http://totallyunrelatedrandomanddebatable.blogspot.com/ 53
  • 50. Go-To-Market: Different Customers, Different Methods Self Reliant Seek Searchers Change choices •narrow •Pre-package, pre-select (default) Seek Streamliners •Make it easier to renew Stability to cancel than •Focus on a specialty (niche) •Honesty, reliability, Trust Need Help Collaborators Delegators http://totallyunrelatedrandomanddebatable.blogspot.com/ 54
  • 51. Agenda Business Content Target Channel http://totallyunrelatedrandomanddebatable.blogspot.com/ 55
  • 52. RIGHT TOOLS, RIGHT TIME, THE RIGHT AUDIENCE The power of targeted communications http://totallyunrelatedrandomanddebatable.blogspot.com/
  • 53. Marketing Mix Trends http://totallyunrelatedrandomanddebatable.blogspot.com/ 57
  • 54. Marketing Mix Trends http://totallyunrelatedrandomanddebatable.blogspot.com/ 58
  • 55. Marketing Mix Trends 1. 2. 3. 4. 5. 6. 7. 8. Email is still the best tool SEO (Google PageRank) is the key Blogs increase SEO Press Release with pictures Event Marketing is powerful Social Media budgets will 2X Customer Testimonials Visual and Video http://totallyunrelatedrandomanddebatable.blogspot.com/ 59
  • 56. The Unfortunate World of Social Media http://totallyunrelatedrandomanddebatable.blogspot.com/ 60
  • 57. Things to note about Social Media • Social Media ≠ Sales Weapon • Social Media ≠ Media Weapon • Social Media ≠ Direct Marketing There is no Silver Bullet http://totallyunrelatedrandomanddebatable.blogspot.com/ 61
  • 58. So What’s the Use of Social Media? http://totallyunrelatedrandomanddebatable.blogspot.com/ 62
  • 59. The Right Tools for the Job Quality/Intensity of Communication Personal (exp) Personal (info) Mass Traditional, Inhome, Out-Of-Home Impersonal (info) Mass Unconventional Mass Online Individual Mass Reach of Communication http://totallyunrelatedrandomanddebatable.blogspot.com/ 63
  • 60. The Right Tools for the Job Quality/Intensity of Communication Personal (exp) Mass Targeted Conventional Personal (info) Mass Targeted Online E.g. Annual Reports, Analyst Briefings, IR Roadshows, IR Website Impersonal (info) Individual Mass Reach of Communication http://totallyunrelatedrandomanddebatable.blogspot.com/ 64
  • 61. The Right Tools for the Job Quality/Intensity of Communication Personal (exp) Personal (info) Contests One-on-One Individual Targeted Conventional Individual Targeted Online Impersonal (info) Individual Mass Reach of Communication http://totallyunrelatedrandomanddebatable.blogspot.com/ 65
  • 62. The Right Tools for the Job Quality/Intensity of Communication Personal (exp) Personal (info) Impersonal (info) Individual Mass Reach of Communication http://totallyunrelatedrandomanddebatable.blogspot.com/ 66
  • 63. Agenda Business Content Target Channel http://totallyunrelatedrandomanddebatable.blogspot.com/ 67
  • 64. CONTENT MARKETING 101 Back To Basics http://totallyunrelatedrandomanddebatable.blogspot.com/
  • 65. Do you face any of these problems with Content Marketing?     Coming up with ideas/topics/titles ideas? Creating original content? Nobody sharing your content on social media? Low levels of referrals to your website from social media?  Visitors not staying long on your website? http://totallyunrelatedrandomanddebatable.blogspot.com/ 69
  • 66. Who can do these? 1. Eye for good story -> shared on social media & drive traffic 2. Entertain -> emotional attachment 3. ‘Stickiness’ -> improves SEO. 4. Click-through -> create great headlines 5. Quality content -> quality and originality 6. Non-salesy content -> commercially-neutral content & maximum value to the reader. 7. Meet deadlines -> on-going activity 8. Stay within the law http://totallyunrelatedrandomanddebatable.blogspot.com/ 70
  • 67. Content ≠ Media http://totallyunrelatedrandomanddebatable.blogspot.com/ 71
  • 68. Content = Journalism http://totallyunrelatedrandomanddebatable.blogspot.com/ 72
  • 69. http://totallyunrelatedrandomanddebatable.blogspot.com/ 73
  • 70. http://money.cnn.com/2013/11/25/technology/katie-couric-yahoo/ http://totallyunrelatedrandomanddebatable.blogspot.com/ 74
  • 71. Optimize Your Content (1) + •intro •conclusion •cover page http://totallyunrelatedrandomanddebatable.blogspot.com/ 75
  • 72. Optimize Your Content (2) + http://totallyunrelatedrandomanddebatable.blogspot.com/ 76
  • 73. The Future Time to plan your new content strategy http://totallyunrelatedrandomanddebatable.blogspot.com/ 77
  • 74. Business Today… $19.90 http://totallyunrelatedrandomanddebatable.blogspot.com/ 79
  • 75. Gamification SPARX Developer: University of Auckland http://www.springwise.com/health_wellbeing/virtual-roleplaying-game-helps-teenagers-deal-depression/ http://totallyunrelatedrandomanddebatable.blogspot.com/ 80
  • 76. Gamification http://totallyunrelatedrandomanddebatable.blogspot.com/ 81
  • 77. Gamification Leader Board (Ego/ Achievement) Activities Community (Belonging) Rewards (Satisfaction) http://totallyunrelatedrandomanddebatable.blogspot.com/ 82
  • 78. Experiential Marketing: Example
  • 79. Experiential Marketing: Example • Opened first café in midtown New York. • It serves coffee in a pleasing environment, – – – – comfortable lounge read the financial newspapers watch on plasma screens FREE Internet • Customers can’t perform financial transactions in the Café. – > $200 million new accounts and mortgages < 1 year • Starbucks-like prices for coffee, tea, biscotti, and other pastries. http://totallyunrelatedrandomanddebatable.blogspot.com/ 84
  • 80. End Notes http://totallyunrelatedrandomanddebatable.blogspot.com/ 85
  • 81. Which Company? American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax) • 2nd last among 30 companies surveyed • Lowest 5% among 223 companies surveyed • Bottom 5% of all measured private sector companies • 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report http://totallyunrelatedrandomanddebatable.blogspot.com/ 86
  • 82. Which Company? American Customer Satisfaction Index (ACSI) • 64 out of100-point scale: lower than IRS (Tax) • 2nd last among 30 companies surveyed • Lowest 5% among 223 companies surveyed • Bottom 5% of all measured private sector companies • 500 million customers 2010 American Customer Satisfaction Index (ACSI) E-Business Report http://totallyunrelatedrandomanddebatable.blogspot.com/ 87
  • 83. Popularly Unpopular Popularity ≠ Affection http://totallyunrelatedrandomanddebatable.blogspot.com/ 88
  • 84. What is the purpose of Marketing & Branding? Ultimate Objective of Marketing: “Get more people, to buy more things, more frequently, at higher prices.” Sergio Zyman http://totallyunrelatedrandomanddebatable.blogspot.com/ 89
  • 85. Thank You. soft copy of slides: http://totallyunrelatedrandomanddebatable. blogspot.com/