Calculating Content’s Role in the Revenue Cycle


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Sharing new research from a leading analyst firm, this session will look at the changing role content plays at different stages of the buying cycle and provide insights into which types of offers can have the greatest influence on engagement.

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  • Hi,
    This is an interesting slide. Can you provide more details?
    Are you comparing one company's experience not using content marketing versus using it a second year? Or is this an amalgamation of multiple company experiences? Am I reading it correctly to say that using content marketing one (or more) companies drove 7.7% more unique website visitors, increased annual company revenue by 5.4% and measured marketing's increased contribution to company revenue by 4.5%?
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Calculating Content’s Role in the Revenue Cycle

  1. 1. CALCULATINGCONTENT’S ROLEIN THE REVENUECYCLETrip KuceraSr. Research AnalystMarketing Effectiveness &Strategy@TripKucera #b2bContentEvent
  2. 2. 2Who’s ready for some data?@TripKucera #b2bContentEvent
  3. 3. 3Lead Managementis Like Scotch:Distillationgenerates valueSource: #b2bContentEvent
  4. 4. 4Sorry Gaga:Good leads just areNOT born that way
  5. 5. 5Content like Offers
  6. 6. 6Aberdeen Maturity Class Frameworkü What are Best-in-Classcompanies doing differently?ü What pitfalls are theyavoiding?ü Why are they achievinggreater success?ü What technologies andservices are enabling themto succeed?Aberdeen’sMethodologyCEPressures:External and internal forces that impact an organization’smarket position, competitiveness, or business operations.Actions:The strategic approaches that an organization takes inresponse to industry pressures.Actions:The strategic approaches that an organization takes inresponse to industry pressures.Capabilities:The business competencies (organization, process, etc…)required to execute corporate strategy.Capabilities:The business competencies (organization, process, etc…)required to execute corporate strategy.Enablers:The key technology solutions required to support theorganization’s business practices.
  7. 7. 7Leaders in Aberdeen’s Content Marketingand Management study achieved thefollowing results:q  3.7% Average website conversion rate, vs.2.9% for Followersq  10.2% year-over-year growth in Marketing’scontribution to revenue, compared with1.6% growth for Followersq  15.4% year-over-year company revenuegrowth, vs. 1.6% for Followersq  19.7% year-over-year increase in unique sitetraffic, vs. 2.5% increase for Followers
  8. 8. 81224363450 3000 6000 9000 12000 15000Website traffic necessary togenerate a customerUnique Website Traffic, n = 81LeadersFollowers
  9. 9. 93502370 100 200 300 400 500Marketing "responses"required to generate oneclosed-won dealMarketing "Responses"(i.e. non-qualified lead), n = 81LeadersFollowers
  10. 10. 10$10,000
  11. 11. 1128%72%18%82%0%25%50%75%100%We have a robust contentmarketing program in placeWe have some contentmarketing capabilities, andare taking steps to improveour executionPercentageofRespondents,n=75Leaders FollowersLeaders More Likely to Have “Robust”Strategy in Place
  12. 12. 12Primary Objective: Demand Generation62%27%11%Lead generation / customeracquisitionBrand awareness and thoughtleadershipCustomer retention and engagement
  13. 13. 13Strategic Focus47%50%53%0% 20% 40% 60%Increase the quantity of relevant content we’republishing on our siteFocus on improving the targeting of our contentmarketing efforts (i.e. content personalization,situational content, etc.)Use content in nurture-based marketingcampaigns that move buyers closer to purchasePercentage of Respondents, n = 81Leaders
  14. 14. 14Top 3 Challenges to ContentMarketing Success1.  Talent / resources for content development &management2.  Generating enough relevant content3.  Ensuring relevancy of content
  15. 15. 1525%50%75%100%0% 25% 50% 75%PerceptionofValueEffectiveness of ExecutionContent Marketing Perception of Value vs.Effectiveness of Execution; All Respondents, n = 75Producing high-quality contentTracking the content utilization metrics(visits, views, shares, etc.)Generating / publishing sufficientcontent to meet our needsTracking number of qualified leadsgenerated by content marketing effortsDriving more traffic to our website withregularly updated contentGenerating high-quality links to ourcontent from sources of authorityAbility to personalize web site contentbased on buyer profile, persona, or firmAccurately forecasting and budgetingleads / customer acquisition fromcontent / search marketingAbility to roll out new sites or contentquicklyGenerating social mentions of content
  17. 17. 17Content Development Might be Everyone’sResponsibility, but it should be someone’s job54%46%44%41%20%40%60%Ability to capture new content ideas / content“ideation” from across organizationWell-defined process for managing thecontent development process (i.e. ideation,design, and approval steps are wellunderstood and utilized in projects)PercentageofRespondents,n=75Leaders Followers
  18. 18. 18An Inside Job56%37%8% Primarily managed and developed withdedicated internal resources, butsupported by external resources (i.e.freelancers or agency)Completely managed and developedusing dedicated internal resourcesPrimarily developed by externalresources, but supported or managed byinternal resource
  19. 19. 19Align Content to Purpose65%54%42%41%24%18%0%25%50%75%Content marketing efforts are well-aligned with sales methodologyProcess to align marketing contentwith marketing / sales funnel stage(i.e. content is developed withfunnel stage in mind)Process to align marketing contentwith buyer persona (i.e. content isdeveloped with specific persona(s)in mind)PercentageofRespondents,n=75Leaders Followers
  21. 21. 21Got Lift?77%41%36%47%16%21%0%25%50%75%100%Ability to track how specificcontent is performingAbility to track attribution to aspecific piece of content (i.e.well-defined attribution modelin place)Ability to measure uplift fromtargeted contentPercentageofRespondents,n=75Leaders Followers
  22. 22. 22Get Granular36%30%29%15%0%25%50%Process to measure how specificcontent performs across variouschannels (mobile vs. social vs. website)Process to measure marketing contentbased on stages of the buyer’sjourneyPercentageofRespondents,n=75Leaders Followers
  23. 23. 23Measuring the Impact of Content Marketing0.5%1.8%1.0%2.9%3.4%7.6%0.0% 5.0% 10.0%Average website conversion rateAverage Click-Through Rate (CTR)on email marketingConversion rate of marketingresponse / lead to marketing-qualified lead (MQL)Current Performance, n = 81Using ContentMarketingNon-users
  24. 24. 24Year-over-year performance of contentmarketing users-4.3%0.6%0.2%1.4%1.4%3.2%4.5%5.0%5.4%7.7%-5.0% 0.0% 5.0% 10.0%Average website conversion rateMarketings contribution to companyrevenueSocial sharing of contentAnnual company revenueNumber of unique website visitorsCurrent Performance, n = 81Using ContentMarketingNonusers
  25. 25. 252,564327- 1,000 2,000 3,000Marketing "responses"required to generate oneclosed-won dealMarketing "Responses"(i.e. non-qualified lead), n = 81Using ContentMarketingNon-users77,13512,221- 20,000 40,000 60,000 80,000Website traffic necessary togenerate a customerWebsite Traffic, n = 81Using ContentMarketingNon-users
  26. 26. 26Take Awaysq  Think about content as marketing offersq  Alignmentq  Buyer stageq  Personaq  Impact and measurementq  Measurement and metricsq  Get granularq  Get lift
  27. 27. Thank