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CMWorld 2017 - Turning the big ship. – An Inside View on a Global Content Marketing Program in a Large Enterprise.

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CMWorld 2017 - Turning the big ship. – An Inside View on a Global Content Marketing Program in a Large Enterprise.

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The goal of the session is to provide an inside view of a global content marketing program in a large enterprise. How to go global with content marketing? How to move from a central single-language to a global multi-language content model? And how to avoid a global failure? I will provide best practices, real examples, figures and an inside view of what happens in a large enterprise when the company decides that it’s time to move to a global content marketing model.

The goal of the session is to provide an inside view of a global content marketing program in a large enterprise. How to go global with content marketing? How to move from a central single-language to a global multi-language content model? And how to avoid a global failure? I will provide best practices, real examples, figures and an inside view of what happens in a large enterprise when the company decides that it’s time to move to a global content marketing model.

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CMWorld 2017 - Turning the big ship. – An Inside View on a Global Content Marketing Program in a Large Enterprise.

  1. 1. Giuseppe Caltabiano, @giusec, Head of Content Marketing Advisory Services, NewsCred Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise @ g i u s e c • # C M W o r l d
  2. 2. The Speaker @ g i u s e c • # C M W o r l d @giusec Look for “Giuseppe Caltabiano” www.giusec.blog
  3. 3. @giusec • #CMWorld ① Definitions ② Balance Global vs. Local ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  4. 4. @ g i u s e c • # C M W o r l d Global Enterprise Market Leader 174+ ENTERPRISE CUSTOMERS
  5. 5. @ g i u s e c • # C M W o r l d #GlobalContentMarketing #CrossRegionalContentMarketing
  6. 6. @ g i u s e c • # C M W o r l d #LargeEnterprises
  7. 7. @ g i u s e c • # C M W o r l d #B2B
  8. 8. @ g i u s e c • # C M W o r l d #Fun!!!#B2C
  9. 9. Inside views (= practical recommendations) @ g i u s e c • # C M W o r l d
  10. 10. @giusec • #CMWorld ① Definitions ② Balance Global vs. Local ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  11. 11. “Global Content Marketing is the process of developing an sharing relevant, valuable and engaging content with target audience across countries with the goal of acquiring new customers or increasing business from existing customers globally” Defining Global Content Marketing @ g i u s e c • # C M W o r l d Pam Didner Content Marketing Strategist and Author
  12. 12. @ g i u s e c • # C M W o r l d 62% 25% 56% 49% 72% 72%Consumers consider language more important than price Marketers localise content in more than 1 language Marketers localise content in more than 5 languages Marketers don’t consider important or don’t localise Consumers spend time on content in their language Consumers buy a product if info in own language
  13. 13. “Global Content Marketing is not just about deploying Content Marketing across multiple countries. You need to plan, find the right global-2-local balance, pilot and then scale at global level.” Marketers/Content Marketers are not prepared to scale their programs at global level @ g i u s e c • # C M W o r l d Me
  14. 14. “Central” The corporate marketing organization that sets marketing strategies, provides guidance, processes and tools. Might refers to corporate-only programs. A few other definitions @ g i u s e c • # C M W o r l d “Local” Refers to regions or countries where the company has a local presence – local presence doesn't necessarily mean the company has a physical office in each local country “Global” Refers to global or cross- regional programs or to the combination of regions or countries where the company has a presence
  15. 15. Strategy (3 mo) • We documented our strategy • Content Marketing process in place • Editorial Board kicked-off • Blog selected as content hub • Persona defined • Content ecosystem defined The example of a B2B Global Content Marketing program @ g i u s e c • # C M W o r l d Global program (+1 year) • We went Global • We launched new content hubs • We improved efficiency of our programs • We implemented global metrics Central program (6 mo) • We executed at central level • We implemented a meas. framework • We launched our first “Big Rock” • Our model gained traction across the company Phase 1 Phase 3Phase 2 Pilot (local) program (6 mo) • We executed 3 country pilots programs
  16. 16. Documented Strategy Personas, buyer journey, content mapping Content destination Content distribution Metrics Optimisation How much a “central program” differs from “global program”? @ g i u s e c • # C M W o r l d Documented Strategy Pilots Country personas, buyer journey, content mapping Localisation Content hub(s) Content distribution Metrics Optimisation Expand and go global
  17. 17. @giusec • #CMWorld ① Definitions ② Balance Global vs. Local ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  18. 18. A global content strategy usually reflects the company business model and has to be adapted to the size of the business opportunity in each market and the types of content that your audiences in those markets expects. Global Content Marketing reflects the Business Model @ g i u s e c • # C M W o r l d
  19. 19. In many cases, a global content marketing program represents the very first tentative of collaboration between central and local teams. In these cases a content program brings a much wider transformation taking place internally. Global Content Marketing pioneering global transformation @ g i u s e c • # C M W o r l d
  20. 20. @ g i u s e c • # C M W o r l d Creating content centrally and allowing the countries to fill the gaps might represent a good solution. Pam Didner defines it as a “servant leadership” relation A “Servant-Leadership” relation
  21. 21. ONE local content Editorial Board is the place where all things happen. Global and Local Editorial Boards @ g i u s e c • # C M W o r l d Very Centralised Very decentralised“Servant-Leadership”
  22. 22. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  23. 23. Buyer Journey and Content Mapping @ g i u s e c • # C M W o r l d
  24. 24. Global programs usually require different personas for each country, region, business unit. Pam Didner suggests that both sides make an effort to find common challenges between global and local personas; she call it the “band-aid” compromise. Otherwise, local team might not use central team’s content and create their own. Personas, Buyer Journey and Content Mapping @ g i u s e c • # C M W o r l d
  25. 25. Personas: example of a large PC vendor @ g i u s e c • # C M W o r l d
  26. 26. Personas: example of a large Insurance @ g i u s e c • # C M W o r l d Pilot rollout Spain Pilot rollout Indonesia Personas: • Millennials • “Sandwich generation” (“Xennials”) • 50s+ Personas: • Millennials • Business owners • Managers • Employees
  27. 27. Personas: example of a B2B IoT firm @ g i u s e c • # C M W o r l d
  28. 28. Finding synergies across your global plans @ g i u s e c • # C M W o r l d Pilot Country 1 Pilot Country 2 Country 3 Country 4 Country 5 BU 1 Persona 1 x x Persona 2 x x x x x x Persona 3 x x x x Persona 4 x x x Persona 5 x
  29. 29. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  30. 30. Where localisation fails @ g i u s e c • # C M W o r l d Source: SDL Managed Translations
  31. 31. The level of localisation required will be determined by the places and the personas you are trying to reach • Medium/small sized biz require local languages • Localisation might be driven by the maturity of the content program @ g i u s e c • # C M W o r l d Localisation
  32. 32. Where localisation fails @ g i u s e c • # C M W o r l d
  33. 33. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  34. 34. Content Destinations (Hubs) @ g i u s e c • # C M W o r l d B2C Each country should publish content on a local content hub. I recommend adding a global content hub for the following reasons: • Serves as a best practice example for local markets • Builds the global brand for Corporate • Highlights existing content in a more compelling way • Can house globally relevant content • Allows the enterprise to test innovative tactics before global rollout B2B B2C
  35. 35. Content Hubs – Examples from Pharma B2B @ g i u s e c • # C M W o r l d Local hub (Denmark) Local hub (Portugal)
  36. 36. Not all countries have a content hub… @ g i u s e c • # C M W o r l d Local hub (Spain and LAM) Local mobile landing page (UK)
  37. 37. Not all countries have a content hub… @ g i u s e c • # C M W o r l d Local hub (Spain) Local social media posts (Indonesia)
  38. 38. When considering social platforms, don’t limit your program to just Facebook, LinkedIn and Twitter. Closely study the networks your audience uses within each country. Going through local social channels is really the ONLY way to play. For example, Sina Weibo is popular in China, whereas Hyves was popular in the Netherlands. Distributing content where the audience live @ g i u s e c • # C M W o r l d
  39. 39. Email Newsletter, search/keyword strategy and paid channels will drive traffic to the content hub / blog. Social Media will increase traffic even more. Blog/Hub will drive traffic to the Subscription or Gated Content or Product Pages Content Distribution Framework @ g i u s e c • # C M W o r l d Email Newsletter Blog/Hub Traffic Search Paid LinkedIn shares Twitter shares Other social shares Even more Blog/Hub Traffic Downloads/Subscriptions/ Product Pages
  40. 40. @ g i u s e c • # C M W o r l d Big Rock is a substantial piece of content based on the idea of becoming the definitive guide to a conversation that you want to own. Big Rocks can be repurposed into several content “slices”. Big Rocks work well across many countries and represent a good model for global content marketing. Introducing the Global “Big Rock” model
  41. 41. Big Rock: the case of a large B2B firm @ g i u s e c • # C M W o r l d Download
  42. 42. Reusing global big rocks with local content & promotion @ g i u s e c • # C M W o r l d Blog post (India) Blog post (UK) Big Rock (Spain)
  43. 43. Repurpose and slice content across Geos for promotion @ g i u s e c • # C M W o r l d Snackbytes eDM Blog post Big Rock Social Media - Twitter Byline pitch Banners
  44. 44. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  45. 45. Pilots @ g i u s e c • # C M W o r l d Content marketing success takes time. Budget, processes and approvals might bring your content marketing initiative to failure. Set up the pilot as a test, and then, if it’s successful, roll ahead with the series If your sales cycle is typically 9 months, deploying a content marketing pilot across 1 quarter will not demonstrate the results the program can achieve
  46. 46. A content marketing champion in each region Pilots and Regional Champions: moving to a Global model @ g i u s e c • # C M W o r l d Central Central Rollout markets grouped by regions for most cultural overlap Central Move to an interdependent, networked model Pilots Regional Rollout Global interdependent
  47. 47. The case of a global Insurance @ g i u s e c • # C M W o r l d
  48. 48. The case of a B2B firm @ g i u s e c • # C M W o r l d Central Program UK Pilot India Pilot AUS Pilot
  49. 49. It’s recommended a strong internal comms plan with the local markets that have launched or in progress to launch: • On-going real time sharing of global editorial calendar • Weekly editorial board calls with the local markets individually • Biweekly global content marketing email newsletter • Quarterly global content marketing knowledge sharing call Internal Communication @ g i u s e c • # C M W o r l d
  50. 50. How a B2B firm shares content with local countries @ g i u s e c • # C M W o r l d “Content Strategist”, biweekly internal newsletter Content Strategy page on company intranet
  51. 51. How a global insurance shares content with local Agents @ g i u s e c • # C M W o r l d Weekly internal newsletter for local agent network
  52. 52. Sample from B2B ‘Country Guidelines’ @ g i u s e c • # C M W o r l d Overview This guide takes the data center professional through step-by-step processes for planning and designing data centers. This guide illustrates clear methodologies on best practices, incorporates at-a-glance calculators and tradeoff tools, and includes an ample library of verified reference designs to simplify and shorten the process while improving the quality of the plan. Audience Definition: Primary Audience: Data Center Professional The message of this guide trends toward large enterprise sized data centers, but is applicable for all areas of data center planning and design. Availability: The big rock and available turkey slices can be found here: https://schneider- electric.box.com/s/r0hls4a25doue12 mtlipedigbhy2f8mj Turkey slice availability – see slide 5 Content Owner for Q’s: Heather Palmer SEO/SEM Keywords: Data center planning, data center design, data center lifecycle Sprinkl’r Board Link: https://app.sprinklr.com/ui/v3/content/sam #board/57b5bb4ce4b005b1147bdcfb
  53. 53. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  54. 54. When the central team • analyses first results • discuss content performances with countries; • Understand the inputs from the countries • Review the processes; When all countries have been educated on the content framework, distribution and tools; then it’s time to go global. Going Global @ g i u s e c • # C M W o r l d
  55. 55. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  56. 56. Selecting the right KPIs across countries @ g i u s e c • # C M W o r l d AWARENESS ARTICLES/POST VIEWED SOCIAL FOLLOWERS PAGE VIEWS SHARE OF VOICE SEARCH TRAFFIC EVALUATION RETURNING VISITORS SOCIAL SHARES ENGAGEMENT RATE TIME ON SITE BOUNCE RATE SUBSCRIBERS PURCHASE COST PER CONVERSION TOTAL CONVERSIONS LEADS DRIVEN BY CM MKTG INFLUENCED REV RETENTION % REPEAT PURCHASE % CROSS SOLD CUSTOMERS THE GOAL IS NOT TO BE GOOD AT CONTENT; THE GOAL IS TO BE GOOD AT BUSINESS USING CONTENT
  57. 57. Example of common dashboard for a B2B enterprise @ g i u s e c • # C M W o r l d Page views New visitors Search 1,000 Total page views 200 New Unique Content Visitors 200 Organic Sessions Newsletter 150 Sessions driven by Newsletter traffic Returning visitors Engagement Leads 145 Unique Returning Visitors 0:59 Attention time 200 Leads driven by Content Marketing Opportunities $ 350,000 Marketing Influenced Opportunities
  58. 58. Example of dashboard for a B2C enterprise @ g i u s e c • # C M W o r l d Page views New visitors Search 10,000 Total page views 2,000 New Unique Content Visitors 2,000 Organic Sessions Newsletter 1,500 Sessions driven by Newsletter traffic Returning visitors Newsletter Product Pages 1450 Unique Returning Visitors 150 New newsletter subscriptions 3,500 Visits to the product pages from Content Sales $ 350,000 E-comerce sales
  59. 59. Measuring how content impact business across countries 1/3 @ g i u s e c • # C M W o r l d Big Rock launch Big Rock launch Content promotion NewsLetter + Paid Search pilot Content promotion Content promotion
  60. 60. Measuring how content impact business across countries 1/3 @ g i u s e c • # C M W o r l d
  61. 61. Measuring how content impact business across countries 1/3 @ g i u s e c • # C M W o r l d
  62. 62. @giusec • #CMWorld ① Definitions ② Global vs. Local strategy ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise
  63. 63. • Do not underestimate the complexity and challenges of a global Content Marketing launch • Global Content Marketing is not just content marketing implemented across multiple countries • Go with pilots and champions, then scale at global level • Measure and optimise Conclusions @ g i u s e c • # C M W o r l d
  64. 64. References :: Global Content Marketing @ g i u s e c • # C M W o r l d
  65. 65. @giusec • #CMWorld ① Definitions ② Balance Global vs. Local ③ Personas, buyer journey ④ Localisation ⑤ Content destinations & distribution ⑥ Pilots & Champions ⑦ Going Global ⑧ Metrics & ROI ⑨ Conclusions Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise Thank you! Questions?
  66. 66. Turning the Big Ship An Inside View on a Global Content Marketing Program in a Large Enterprise @ g i u s e c • # C M W o r l d

Editor's Notes

  • The majority of content marketers operate today in multiple markets (source: B2B Marketing study, 2017). This is especially true for large enterprises - both B2B and B2C. About two third of those content marketers localise content in more than one language. Only one-fourth in more than five languages.

    Still, based on a recent study from Gala (Globalisation and Localisation Association) it would take 83 languages to reach 80% of all people in the world, and over 7,000 languages to reach everyone. Also, about 56% of consumers say the ability to obtain information in their own language is today more important than price.

    So, are large enterprises prepared today to sustain a global or cross-regional content marketing model? How many large companies pilot a global program to avoid that things will go wrong on a global scale? How much flexibility do central teams guarantee to the local countries once a global content marketing program is in place? How can companies select internal regional champions/hubs that will facilitate the deployment of content marketing programs in geographies where central teams have less influence?

    Do we need to localize? Some stats

    62% translate content in more than 1 language - 25% in more than 5
    While 36% describe it as ‘highly important’ and 35% as ‘important’ to localise in multiple contacts, a surprising 23% dismiss it as ‘neither important nor unimportant’ and 26% don’t localise (B2B)
    40% describe their ability to produce quality content for a local market as ‘very strong’, just 12% can say the same for a global market.
    As consumers, we feel pretty unequivocal about brands that send us content that hasn’t been localised. A staggering 94% of respondents say it weakens their impression of a brand, 44% significantly so.
    72.1% of consumers spend most or all of their time on websites in their own language
    72.4% of consumers said they would be more likely to buy a product with information in their own language
    56.2% of consumers said that the ability to obtain information in their own language is more important than price

  • A global content strategy usually reflects the type of business you are working for, the size of the opportunity for your business in each market, and the types of content that your audiences in those markets expects . It also needs to reflect your available resources. Success in global content marketing involves matching the right organisational structure to your content strategy and ensuring you have content-producers where you need them.

    An understanding of the type of content that you need to produce should inform the content resources that you recruit at a local and regional level – and the agency relationships that you put in place. You’ll need to decide whether content resources need to exist for each market – or whether a regional hub is best placed to liaise with your local teams, and create and adapt content based on their needs.
    To make content truly global, the overarching theme needs to be applied on a global scale, but can be tailored and adapted at a regional or local level

    Global should set goals, and regional should decide on how to reach them. Without autonomy, you’ll never have agility.

    In many cases, a global content marketing program represents the very first tentative of collaboration between central and local teams. In these cases a content program is a signal of a much bigger transformation taking place internally. Initial situation usually include the following challenges
    There is no strategy behind content and digital neither process
    Internal collaboration is a challenge
    Some elements might be in place but without a proper strategy/process
    There is no established measurement framework
    Accountability model: marketing / sales performance
    CMO meetings have been established,  but no editorial boards in place 

    CMOs want to have countries adopting content and not having the global team pushing content that countries do not use 
    For our clients, we’re evangelising a concept we call the Content Centre of Excellence. Instead of trying to produce and control all content that a big company produces – especially global content – the CCE is a centralised team that promotes best practice and adds transparency to content production and distribution processes.

    Generali and Pfizer are both cases of decentralized organisations. In both cases we create content specific for each market. With Pfizer we go Local to Global: the markets use CMC as a way to discover what others markets have created and eventually select content for local editorial calendar
    Centralised and decentralised models work very differently and the organisational setup influence content marketing strategy and programs.
    In some cases a global marketing program represents the beginning of the relation between global and local 
    Some decentralised organisations have a very unclear understanding of local markets. In addition, there is visible fear that the local teams could make things wrong but there is not enough knowledge and understanding at central level of the local markets for taking corrective actions
    Central teams are fearful of testing and piloting programs - if programs fail the country will be lost forever
    Central teams should trust local teams and be willing to test and learn - it is OK to get negative feedback from local markets
  • A global content strategy usually reflects the type of business you are working for, the size of the opportunity for your business in each market, and the types of content that your audiences in those markets expects . It also needs to reflect your available resources. Success in global content marketing involves matching the right organisational structure to your content strategy and ensuring you have content-producers where you need them.

    An understanding of the type of content that you need to produce should inform the content resources that you recruit at a local and regional level – and the agency relationships that you put in place. You’ll need to decide whether content resources need to exist for each market – or whether a regional hub is best placed to liaise with your local teams, and create and adapt content based on their needs.
    To make content truly global, the overarching theme needs to be applied on a global scale, but can be tailored and adapted at a regional or local level

    Global should set goals, and regional should decide on how to reach them. Without autonomy, you’ll never have agility.

    In many cases, a global content marketing program represents the very first tentative of collaboration between central and local teams. In these cases a content program is a signal of a much bigger transformation taking place internally. Initial situation usually include the following challenges
    There is no strategy behind content and digital neither process
    Internal collaboration is a challenge
    Some elements might be in place but without a proper strategy/process
    There is no established measurement framework
    Accountability model: marketing / sales performance
    CMO meetings have been established,  but no editorial boards in place 

    CMOs want to have countries adopting content and not having the global team pushing content that countries do not use 
    For our clients, we’re evangelising a concept we call the Content Centre of Excellence. Instead of trying to produce and control all content that a big company produces – especially global content – the CCE is a centralised team that promotes best practice and adds transparency to content production and distribution processes.

    Generali and Pfizer are both cases of decentralized organisations. In both cases we create content specific for each market. With Pfizer we go Local to Global: the markets use CMC as a way to discover what others markets have created and eventually select content for local editorial calendar
    Centralised and decentralised models work very differently and the organisational setup influence content marketing strategy and programs.
    In some cases a global marketing program represents the beginning of the relation between global and local 
    Some decentralised organisations have a very unclear understanding of local markets. In addition, there is visible fear that the local teams could make things wrong but there is not enough knowledge and understanding at central level of the local markets for taking corrective actions
    Central teams are fearful of testing and piloting programs - if programs fail the country will be lost forever
    Central teams should trust local teams and be willing to test and learn - it is OK to get negative feedback from local markets
  • In many cases, a global content marketing program represents the very first tentative of collaboration between central and local teams. In these cases a content program is a signal of a much bigger transformation taking place internally. Initial situation usually include the following challenges
    There is no strategy behind content and digital neither process
    Internal collaboration is a challenge
    Some elements might be in place but without a proper strategy/process
    There is no established measurement framework
    Accountability model: marketing / sales performance
    CMO meetings have been established,  but no editorial boards in place 

    CMOs want to have countries adopting content and not having the global team pushing content that countries do not use 
    For our clients, we’re evangelising a concept we call the Content Centre of Excellence. Instead of trying to produce and control all content that a big company produces – especially global content – the CCE is a centralised team that promotes best practice and adds transparency to content production and distribution processes.

    Generali and Pfizer are both cases of decentralized organisations. In both cases we create content specific for each market. With Pfizer we go Local to Global: the markets use CMC as a way to discover what others markets have created and eventually select content for local editorial calendar
    Centralised and decentralised models work very differently and the organisational setup influence content marketing strategy and programs.
    In some cases a global marketing program represents the beginning of the relation between global and local 
    Some decentralised organisations have a very unclear understanding of local markets. In addition, there is visible fear that the local teams could make things wrong but there is not enough knowledge and understanding at central level of the local markets for taking corrective actions
    Central teams are fearful of testing and piloting programs - if programs fail the country will be lost forever
    Central teams should trust local teams and be willing to test and learn - it is OK to get negative feedback from local markets
  • In many ways, a B2B content strategy for is linear and focused. If your product or service caters to small businesses, you have just small businesses in mind when you generate content

    With a B2C content strategy, you’re selling to many different types of buyers even within a small niche

    From there, you categorize them into defined classes and find the right tone, emotion, and appeal for each. Unless your B2C market is extremely niche, have to create unique content strategies focused on each of the different personas

    The average B2B buying decision involves three or four different depts.

    To maximize the efficiency of their marketing budgets, B2B brands should focus on segmentation to address specific departments, dividing their target market into groups that aren’t determined by traditional demographics, but instead by company role

    For instance, marketing directed at IT (usually product information) should be separate from content aimed at finance
  • From the graph above it’s clear that localisation pitfalls can be split into a number of areas:

    ›  Poor segmentation
    ›  Incorrect language
    ›  Incorrect terminology
    ›  Lack of awareness of cultural norms.

    The latter is particularly hard to get right. Take Asia, for example, a sprawling, diverse and highly complex market: on the one hand you have China, heavily influenced by government policy, and on the other South Korea and Taiwan, which are far more liberal and western-minded.

    And it’s as much about the design of the email, brochure or whitepaper you’re sending as it is the content itself: when it comes to colour schemes, brands need to tread particularly carefully in certain territories. Red and yellow are both considered politically sensitive colours
    in Thailand, whereas white signifies mourning in parts of Southeast Asia.

    Becoming familiar with the cultural nuances of different regions is no mean feat, as the majority of our respondents admit. Some 61% of you say that cultural nuances are the biggest challenge when localising content, followed closely by tone of voice (53%), messaging (33%) and keywords (29%). Read on to find out how these can be overcome – and how to make sure your content flies in whichever market it’s destined for.
  • Do we need to localize? Some stats
    62% translate content in more than 1 language - 25% in more than 5
    While 36% describe it as ‘highly important’ and 35% as ‘important’ to localise in multiple contacts, a surprising 23% dismiss it as ‘neither important nor unimportant’ and 26% don’t localise (B2B)
    40% describe their ability to produce quality content for a local market as ‘very strong’, just 12% can say the same for a global market.
    As consumers, we feel pretty unequivocal about brands that send us content that hasn’t been localised. A staggering 94% of respondents say it weakens their impression of a brand, 44% significantly so.
    72.1% of consumers spend most or all of their time on websites in their own language
    72.4% of consumers said they would be more likely to buy a product with information in their own language
    56.2% of consumers said that the ability to obtain information in their own language is more important than price

    Retaining/maintaining the branding of content across global markets is a step that should go hand-in-hand with the creation and translation process. Unfortunately, there isn’t a one size fits all approach for this globally since every country is different. For example, some US brands retain much of its original branding and imagery as possible in Asian markets with the intent of conveying a “foreign-ness.” On the other hand, a US brand marketing to a Brazilian market will essentially take the opposite approach and want to be as locally relevant as possible. This relevance comes down to details such as only using people in imagery who look Brazilian versus American. Ultimately the key is to know your audience and understand which approach to take in which markets.

    In addition to maintaining/minimizing branding based on cultural differences, brands should also be aware/cautious of local market regulatory restrictions. For example, Australian markets cannot use the same drinks images the US markets because of labeling restrictions and governance around artificial flavor marketing.

  • From the graph above it’s clear that localisation pitfalls can be split into a number of areas:

    ›  Poor segmentation
    ›  Incorrect language
    ›  Incorrect terminology
    ›  Lack of awareness of cultural norms.

    The latter is particularly hard to get right. Take Asia, for example, a sprawling, diverse and highly complex market: on the one hand you have China, heavily influenced by government policy, and on the other South Korea and Taiwan, which are far more liberal and western-minded.

    And it’s as much about the design of the email, brochure or whitepaper you’re sending as it is the content itself: when it comes to colour schemes, brands need to tread particularly carefully in certain territories. Red and yellow are both considered politically sensitive colours
    in Thailand, whereas white signifies mourning in parts of Southeast Asia.

    Becoming familiar with the cultural nuances of different regions is no mean feat, as the majority of our respondents admit. Some 61% of you say that cultural nuances are the biggest challenge when localising content, followed closely by tone of voice (53%), messaging (33%) and keywords (29%). Read on to find out how these can be overcome – and how to make sure your content flies in whichever market it’s destined for.
  • We recommend a global content hub for Generali for the following reasons:

    Benefits:
    Serves as a best practice example for local markets
    Builds the global brand for Generali
    Highlights existing content in a more compelling way
    Can house globally relevant content created in this program
    Allows us to test innovative tactics before global rollout
  • We recommend a global content hub for Generali for the following reasons:

    Benefits:
    Serves as a best practice example for local markets
    Builds the global brand for Generali
    Highlights existing content in a more compelling way
    Can house globally relevant content created in this program
    Allows us to test innovative tactics before global rollout
  • We recommend a global content hub for Generali for the following reasons:

    Benefits:
    Serves as a best practice example for local markets
    Builds the global brand for Generali
    Highlights existing content in a more compelling way
    Can house globally relevant content created in this program
    Allows us to test innovative tactics before global rollout
  • We recommend a global content hub for Generali for the following reasons:

    Benefits:
    Serves as a best practice example for local markets
    Builds the global brand for Generali
    Highlights existing content in a more compelling way
    Can house globally relevant content created in this program
    Allows us to test innovative tactics before global rollout
  • When you’re putting so much effort into localizing your content, a big miss would be to ignore engaging your global audiences where they want to consume it. When considering social platforms, don’t limit your program to just Facebook and Twitter. Closely study the networks your audience uses within each country. This is particularly important for brands that want to participate in Chinese or Russian markets. Going through their social channels is really the ONLY way to play, since those audiences don’t engage in Western social channels at all. For example, Sina Weibo is popular in China, whereas Hyves is popular in the Netherlands.

    At the same time, while it is important to support local-language social platforms, you still want to keep realistic expectations. For example, Starbucks’ global page has roughly 36M likes while its German page has about 600K likes. Just because the two pages vary drastically in likes, the German audience still feels supported and is having conversations in their local language about the Starbucks product and service.
  • How to select a pilot market? Language, team expertise, sales willingness to adopt content model, size and agility of the country and the preparation of the marketing team (small and agile should better work), are all criteria for selection of a marketing pilot. 
    My suggestion is to pilot first with 1 country per region (champion markets) before we rollout at regional level. Rolling out a cross-regional model without any pilots is a risk that I wouldn't suggest we/Generali should ever take.

    Reasons why we should go with Pilots: minimization of risks, creating a culture of best practices, testing all content and tactics before we go global, testing internal dynamics before we go global. Central team and champions should create a solid and cohesive team. 

    Champions should be selected carefully.

    Reasons why we should go with Regional Rollout: Regions will benefit from a local champion. Culture, target audience, tactics, channels have more similarities at regional level than at global level. Also regional clusters will benefit from closer time zones and wont need to rely on central team.

    Pilot and Regional Rollout should follow a phased approach.
    Phase 1 (two weeks/1 month): select regional champions for the pilots, based on language, strategic priority, market opportunity, local team’s CM maturity, money, local resources
    Phase 2 (1-2 months): preparation for the selected champions to roll out. Create guidelines, educate champions, establish local boards, local editorial plans, define global vs. local balance in term of content creation, implement content hub if missing, implement minimum integration. The faster is the better. We can adjust missing things during Phase 6.
    Phase 3 (3 months): rollout regional pilots for one quarter. Generali central and NC will define guidelines and will establish governance. Champions go live. Weekly reviews. We test all options in term of content and distribution mix
    Phase 4 (1 month): we analyse feedback and lesson learned and prepare for the global rollout by region, incorporating the inputs coming from the champions
    Phase 5 (TBD): preparation for the global go live, internal education, repeat actions of phase 2
    Phase 6: go live with global/cross regional rollout
  • Modern marketing requires the agility and flexibility in a neural network model where markets and communicate with each other, and share best practices and content.

    Group Markets Regionally for Rollout – WHY (Giuseppe to draft)

    GC: My suggestion is to pilot first with 1 country per region (champion markets) before we rollout at regional level. Rolling out a cross-regional model without any pilots is a risk that I wouldn't suggest we/Generali should ever take.

    Reasons why we should go with Pilots: minimization of risks, creating a culture of best practices, testing all content and tactics before we go global, testing internal dynamics before we go global. Central team and champions should create a solid and cohesive team. Champions should be selected carefully.

    Reasons why we should go with Regional Rollout: Regions will benefit from a local champion. Culture, target audience, tactics, channels have more similarities at regional level than at global level. Also regional clusters will benefit from closer time zones and wont need to rely on central team.
  • It’s recommended a strong internal comms plan with the local markets that have launched or are in progress to launch:

    On-going real time sharing of global editorial calendar
    Weekly editorial board calls with the local markets individually
    Biweekly global content marketing email newsletter
    Share best practices
    Share best performing content
    Share upcoming content highlights

    Quarterly global content marketing knowledge sharing call

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