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Content Marketing Institute Executive Research Series
As more companies have adopted content marketing, one challenge remains pronounced: How should marketing leaders operationalize and scale this nascent discipline? They need a structure that will help them with everything from creating content their audience truly values, to distributing it in places where their customers and prospects are, to continually measuring what works so they can refine their processes.
While organizations of every size need to figure this out, this challenge is more complex for enterprise organizations, as they are charged with collaborating and
proving value at so many different levels of the company.
Additionally, subject matter experts, whose input is so
critical to content creation, may be scattered throughout
While there is no one right way to structure a content
marketing team — and in fact we found substantial
variances in team structures as they exist today — a
hybrid structure appears to be emerging in which certain
aspects of content marketing are centralized (such as the
identification of key themes/topics and the production of
content), while other aspects are decentralized (such as
the execution of programs by the business unit that has
the subject matter expertise or the geography).
In short, while many leaders are making tangible progress
in these areas — and there are many who feel they are
effective — there is also palpable frustration as these
leaders struggle to truly transform their marketing, which
requires them to transform their cultures.
This report specifically looks at the following areas:
Team composition and integration
Budgets and distribution
Content marketing effectiveness