The 5 Building Blocks For A Sustainable Content Strategy - #SPS2015

1. #SPS2015 The 5 Building Blocks For A Sustainable Content Strategy SPONSORED BY:

2. #SPS2015 Follow This Webinar on LinkedIn & Twi5er #SPS2015 Demand Gen Report: @DG_Report Kim Zimmermann: @KimZim2764 Content4Demand: @Content4Demand Dana Harder: @DanaHarder Ma5hew McKenzie: @mstuartm

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4. #SPS2015 About Demand Gen Report •  Tracking best pracIces in lead generaIon since 2007 •  Newsle5er has grown to more than 30,000 readers •  Oﬀering a menu of research and best pracIces reports •  New audio/video podcasts at DemandGenReport.com @DG_Report hOp://linkd.in/DG_Specialists

5. #SPS2015 QuesIons, Tweets & Resources Submit your quesLons here Download today’s resources Join the conversaLon #SPS2015

6. #SPS2015 Panelists MODERATOR: Kim Zimmermann Sr. Managing Editor, Demand Gen Report Dana Harder VP of Client Strategy Content4Demand @DanaHarder Ma5hew McKenzie Chief Content Oﬃcer Content4Demand @mstuartm

7. The 5 Building Blocks For A Sustainable Content Strategy Dana Harder, VP Client Strategy, Content4Demand MaO McKenzie, Chief Content Oﬃcer, Content4Demand

8. CONTENT4DEMAND 8 Agenda THE STATE OF CONTENT MARKETING

9. CONTENT4DEMAND 9 IF CONTENT IS GOOD… MORE CONTENT MUST BE BETTER, RIGHT? 90% of B2B marketers now use content markeIng 73% produce more content than they did a year ago 55% plan to increase their content markeIng investments T H E S T A T E O F C O N T E N T M A R K E T I N G

10. CONTENT4DEMAND 10 BUT NOW WE HAVE… CONTENT FATIGUE! •  Inside out: The “markeIng selﬁe.” •  ReacLve: The customer speaks, you respond (oken too late). •  Generic: “One-‐size-‐ﬁts-‐all” is an insult, not a strategy. T H E S T A T E O F C O N T E N T M A R K E T I N G

11. CONTENT4DEMAND 11 THIS IS NOT SUSTAINABLE . . . The content faIgue trap: MORE and MORE content – LESS and LESS response. It’s a vicious cycle – and we know how it ends: T H E S T A T E O F C O N T E N T M A R K E T I N G

12. CONTENT4DEMAND 12 BUT WE CAN FIX IT…. T H E S T A T E O F C O N T E N T M A R K E T I N G The 5 Building Blocks For A Sustainable Content Strategy: 1.  Personas 2.  Content Audits / Gap Analysis 3.  Messaging 4.  Content / Repurposing 5.  Measurement

13. CONTENT4DEMAND 13 Agenda PERSONAS: GET TO KNOW YOUR BUYER

14. CONTENT4DEMAND 14 From Theory to PracIce: Applied Buyer Insights Buyer insights are the starIng point on a journey to messaging and content to support consistent, impachul and cost-‐eﬀecLve demand-‐gen programs. P R O J E C T E L E M E N T S & G O A L S PERSONAS IdenIfy Key Buyer Insights MESSAGING Synthesize & PrioriIze Insights FRAMEWORK Applied Messaging AUDIT/GAP Content Impact & ROI NURTURE Content Deployment TRACK/MEASURE/ANALYZE/EXPERIMENT/ADAPT

15. CONTENT4DEMAND 15 Persona Development Process This doesn’t have to be complex, but it does need to be a repeatable and reliable formula. B U Y E R P E R S O N A S : M E T H O D S & F I N D I N G S

16. CONTENT4DEMAND 16 Persona Development Process Getting started: •  Insights from data sources, internal stakeholders. •  Customer conversations. Best in class: •  Quantitative research: Surveys, focus groups. •  Testing and validation: “Assumptions behind the assumptions.” B U Y E R P E R S O N A S : M E T H O D S & F I N D I N G S

17. CONTENT4DEMAND 17 Persona Development Process Identify target market/audience segments. Organize insights by key business/behavioral categories: •  Buying triggers: WHY do they take action. •  Pain points: What KEEPS THEM AWAKE at night? •  Content preferences: Where are their digital WATERING HOLES? B U Y E R P E R S O N A S : M E T H O D S & F I N D I N G S

18. CONTENT4DEMAND 18 IT Leader: ConservaLve vs. Progressive Mindset This job role appears to embrace two segments with surprising differences. One segment is highly engaged, opImisIc and focused on turning IT into a source of strategic business value. The other segment can be more conservaIve and even cynical about business-‐IT collaboraIon, the use of technology as a compeIIve differenIator and other issues. For the la5er group, technology value is largely a quesIon of idenIfying and validaIng tangible business benefits. Profile Snapshot Titles I May Have: CIO, IT Leader or Director, IT Manager (at smaller firms), VP of Technology Buying Role Specific IniIaIves Top Pain Points General PrioriIes Measures of Success Watering Holes Vendor Eval. Criteria Buying Triggers •  Contract expiraIons. •  Serious issues with an exisIng technology provider. •  Major downIme events or tech-‐related disrupIons that can be addressed by changing vendors. BUYER PROFILE CORE PERSONA INFORMATION •  Evenly split between primary decision-‐maker and recommender/ influencer. When self-‐idenIfied as a recommender, the CEO/Owner is usually cited as the decision-‐maker. •  Assessing and maintaining network/ Internet capacity. •  EvaluaIng and implemenIng managed IT services as part of a broader cost-‐and-‐ efficiency iniIaIve. •  IT security iniLaLves are now a “huge” part of many day-‐to-‐day priority lists. •  “AcIonable” analyIcs and BI iniIaIves. •  [ConservaIve] IT infrastructure assessment and implementaIon. •  Working with business stakeholders to support innovaIon and growth. •  Long-‐term strategy and planning. •  Modernizing and upgrading technology systems. •  Staying ahead of IT security threats. •  [ConservaIve} Controlling costs and finding ways to do more with less. •  [ConservaIve] “Keeping the lights on” basic maintenance acIviIes. •  Security threats that pose a criLcal risk to company systems, data stores and business processes. •  Business applicaIon downIme -‐ with or without a cyber-‐security aspect to the problem. •  Network reliability/capacity limitaIons. •  [ConservaIve] Dealing with outsourcing and headcount/budget cuts related to percepIon of IT as a cost center. •  Efficiency – in this case with a focus on maximizing the ability to use exisIng resources to serve more aggressive business goals. •  Reliability: The key impact in this case is about business impacts (e.g., unplanned downIme for key systems) – the most direct threat to the IT leader’s credibility and job security. •  Mostly in line with global average content preferences. •  Web search. •  Technology news publicaIons and web sites. •  Vendor web sites. •  Analyst reports. •  Not generally recepIve to vendor-‐supplied content; excepIons in cases where the vendor is known and trusted. •  Tangible business impacts are extremely important to this group, with over 75% ciIng as a top factor. •  Employee producIvity gains reflect the same focus on specific and acIonable success metrics. •  Delivered on promised features or capabiliIes. •  Minimal impact on exisIng IT staff and resources.

19. CONTENT4DEMAND 19 Agenda AUDIT/GAP ANALYSIS: ROI RESCUE

20. CONTENT4DEMAND 20 WHY AUDIT? Where to focus new content investments. When to update/repurpose/reIre content. Which assets have quality/usability issues. Which buyers/stages are not yet addressed. What content is available for “turnkey” campaign use. C O N T E N T A U D I T & G A P A N A L Y S I S B2B marketers rouInely spend MILLIONS on content they never use. A content audit enables you to FIND and FIX the underlying problems.

21. CONTENT4DEMAND 21 WHAT AND HOW TO AUDIT T Y PI C AL AUD I T C R I T E R I A: Content format Date created Repurposing potenIal Age & vulnerability to aging “Problem” assets Persona alignment Buyer’s journey alignment Product/soluIon menIons C O N T E N T A U D I T & G A P A N A L Y S I S

22. CONTENT4DEMAND 22 A P P L I E D M E S S A G I N G , C O N T E N T S E L E C T I O N & G A P A N A L Y S I S THE GAP ANALYSIS The quesLon: What content is available for a campaign targeIng a given persona, message/topic focus and buyer’s journey stage? A gap analysis shows what’s missing – allowing you to make smart use of scarce resources and create content where you need it most.

23. CONTENT4DEMAND 23 A P P L I E D M E S S A G I N G , C O N T E N T S E L E C T I O N & G A P A N A L Y S I S THE GAP ANALYSIS S T A G E C O N T E N T O P T I O N S / N O T E S S T A T U S G A P ? Inform Client PerspecIve: InnovaIng the Way You Innovate Turnkey Trigger BT 2020: IGT’s Future in the Empowered Era Turnkey Benefit BYOD Delivers on IT Leaders’ ExpectaIons Turnkey Diff. Shadow IT & the Rise of the Cloud Turnkey Bus. Case Looking to Run a More Efficient & Cost-‐EffecIve Business? (Should be updated to arIculate specific business impacts & BT alignment.) Update/ Refocus Confirm Case study gap – looking for a relatable example of an IT group using Client to support the new business relaIonship. New

24. CONTENT4DEMAND 24 Agenda APPLIED MESSAGING

25. CONTENT4DEMAND 25 ConnecLng The Buyer To The Content Messaging is often the missing step between personas and content.! A P P L I E D M E S S A G I N G

26. CONTENT4DEMAND 26 Personas & Buyer-‐Focused Messaging EducaLon Phase TRIGGER: Pinpoint the idea or concept that will persuade persona taking on acIon. INFORM: Connect the persona with the business issue BENEFIT: Explain how soluIon can meet the persona’s need or solve problem. DIFFERENTIATE: Illustrate how your soluIon is unique from other alternaIves. BUSINESS CASE: Oﬀer investment raIonale based on persona’s decision criteria. CONFIRM: Reinforce the vendor choice via peer tesImonials or success examples. PRODUCT OR SOLUTION MESSAGING MAP NarraLve Elements SiriusDecisions B-‐to-‐B Buying Cycle PERSONA VALUE PROPOSITION Loosening of the Status Quo Commi|ng to Change Exploring Possible SoluIons Commi|ng to a SoluIon JusIfying the Decision Making the SelecIon 1 3 4 5 6 2 SoluLon Phase Vendor SelecLon Phase A P P L I E D M E S S A G I N G

27. CONTENT4DEMAND 27 Messaging Recap: Sample PRIMARY MESSAGING ELEMENT My IT group has commi5ed to a strategic shik: CollaboraIng with the business as trusted advisors – not acIng like gatekeepers or order-‐takers. Help me prepare my team – and learn how to assess and implement the right IT soluLons – to make this transformaIon. SECONDARY MESSAGING ELEMENT Security was an issue in the past, but today it is an all-‐ consuming imperaLve. I can’t aﬀord to ignore this, but I also can’t sacriﬁce our strategic business technology goals. I need help resolving this dilemma – and I need it yesterday! INFORM: How has the business-IT relationship evolved? What do I need to know as an IT leader about how my business colleagues think about and use business technology today? TRIGGER: What’s at stake for my budget, my team and my career as this new approach to business technology continues to evolve? BENEFIT: How do we adapt our technology assessment and implementation decisions to serve our new strategic role? How do particular technology solutions meet our requirements? DIFFERENTIATE: How do Verizon’s solutions serve our business technology goals? What makes them uniquely suited to drive innovation, collaboration and growth without sacrificing our IT security imperatives? BUSINESS CASE: Are there business metrics or KPIs that we can use to measure our progress towards this new view of the IT organization? Can Verizon demonstrate its ability to help us move the needle on these KPIs? CONFIRM: How are IT groups similar to ours using Verizon solutions to solve these challenges, support business innovation and growth, and make this strategic shift? A P P L I E D M E S S A G I N G

28. CONTENT4DEMAND 28 Agenda Content CreaIon / Repurposing

29. CONTENT4DEMAND 29 MAPPING BUYER INSIGHT TO CONTENT STRATEGIES. 3 Begin with the buyer. End with engagement. KEYS TO A KILLER CAMPAIGN 1.  Create content in a progression and align to the buyers journey. 2.  Let the persona deﬁne the asset type. 3.  Create content for the enLre funnel. 4.  Repurpose and modularize content. C O N T E N T C R E A T I O N A N D R E P U R P O S E

30. CONTENT4DEMAND 30 STEP 1: Create A Progression EducaLon Phase TRIGGER: Pinpoint the idea or concept that will persuade persona taking on acIon. INFORM: Connect the persona with the business issue BENEFIT: Explain how soluIon can meet the persona’s need or solve problem. DIFFERENTIATE: Illustrate how your soluIon is unique from other alternaIves. BUSINESS CASE: Oﬀer investment raIonale based on persona’s decision criteria. CONFIRM: Reinforce the vendor choice via peer tesImonials or success examples. PRODUCT OR SOLUTION MESSAGING MAP NarraLve Elements SiriusDecisions B-‐to-‐B Buying Cycle PERSONA VALUE PROPOSITION Loosening of the Status Quo Commi|ng to Change Exploring Possible SoluIons Commi|ng to a SoluIon JusIfying the Decision Making the SelecIon 1 3 4 5 6 2 SoluLon Phase Vendor SelecLon Phase C O N T E N T C R E A T I O N A N D R E P U R P O S E

31. CONTENT4DEMAND 31 MAPPING BUYER INSIGHT TO CONTENT STRATEGIES. 3 Begin with the buyer. End with engagement. EDUCATION E-books, Infographics, Assessments, Motion Graphics, White Papers, Guides, Blogs, Newsletters SOLUTION White Papers, White Board Videos, Checklists, Q&As, Briefs, Case Studies SELECTION Checklists, Q&As, Briefs, Case Studies, Testimonials, ROI Calculators STEP 2: Let The Persona Deﬁne The Asset Type C O N T E N T C R E A T I O N A N D R E P U R P O S E

32. CONTENT4DEMAND 32 STEP 3: Content For The EnLre Funnel C O N T E N T C R E A T I O N A N D R E P U R P O S E

33. CONTENT4DEMAND 33 MAPPING BUYER INSIGHT TO CONTENT STRATEGIES. 3 Begin with the buyer. End with engagement. STEP 4: Repurposing / Modular Content EducaIon SoluIon SelecIon Progressive Blog Webinar Guide Repurposed Infographic G-‐book Video Many-‐to-‐One Blog round-‐up Top 5 checklist Case study por}olio C O N T E N T C R E A T I O N A N D R E P U R P O S E

34. CONTENT4DEMAND 34 Agenda WHY MEASUREMENT MATTERS C O X M E D I A C A S E S T U D Y

35. CONTENT4DEMAND 35 When it comes to measurement… W H Y M E A S U R E M E N T M A T T E R S you need to walk ! before you run!.!

36. CONTENT4DEMAND 36 Semng RealisLc Goals 1.  What can you measure right now? 2.  How will you deﬁne success?  3.  How can I repeat my results consistently? W H Y M E A S U R E M E N T M A T T E R S

37. CONTENT4DEMAND 37 Case Study: Cox Media 2014 Success Kit •  Partnered with Content4Demand to build a foundaIonal content library for this theme. •  The 2014 Success Kit campaign comprised of 5 assets in a variety of formats designed to appeal to their SMB customers. W H Y M E A S U R E M E N T M A T T E R S

38. CONTENT4DEMAND 38 Case Study: Cox Media 2014 Success Kit Results •  Generated interest from more than 2,300 potenLal leads. •  More than 750 downloads/views. •  Major contributor for Q1 lead and demand gen performance; pu|ng Cox Media more than 16% ahead of last year. •  Content conInued to pay dividends as content was repurposed all year long and assisted in driving Q4 leads. W H Y M E A S U R E M E N T M A T T E R S

39. CONTENT4DEMAND 39 Case Study: Cox Media Taking What They Learned Into 2015 EDUCATION SOLUTION SELECTION W H Y M E A S U R E M E N T M A T T E R S

40. CONTENT4DEMAND 40 QUESTIONS Ma5hew McKenzie Chief Content Oﬃcer ma5@gthreecom.com 415.490.6535 Dana Harder VP, Client Strategy dana@gthreecom.com 224-‐578-‐2099

41. #SPS2015 Q&A Panelists MODERATOR: Kim Zimmermann Sr. Managing Editor, Demand Gen Report Dana Harder VP of Client Strategy Content4Demand @DanaHarder Ma5hew McKenzie Chief Content Oﬃcer Content4Demand @mstuartm

42. #SPS2015 40+ Sessions // 2 Tracks // 500+ B2B Marketers More Info: www.Content2Conversion.com February 15-‐17, 2016 ScoOsdale, Arizona

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