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The Complexities Of Building A Scalable Content Operation
This document discusses the complexities of building a scalable content operation, including: - Organizational complexity with many business units, industry segments, services, partners and technologies - Operational complexity with varying levels of editorial support across stages - A framework to analyze content resources and drive strategic conversations about alignment - Case studies of transforming behavior, such as banning brochures in favor of more impactful content - Approaches for different stages of the buyer's journey, from self-serve to high-touch support
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The Complexities Of Building A Scalable Content Operation
- 1. #B2BMX The Complexities OfBuilding A Scalable Content Operation Carlos Abler - 3M Christine Elliott – Crowe Horwath Andrew Gaffney – Demand Gen Report
- 2. Abstract view of theconglomerate.
- 6. 6. All RightsReserved.26 February 2018© 3M 3M Confidential. Editor in Chief Managing editor Content Strategists Writers (Core Team) Writers (Guests, partners) Hosts (Video, Audio) Video shoot, edit, motion, score. Visual storytelling Architect Graphics Production and Selection. Illustration Animation2D / 3D Media and partner Relations Influencer management Social/influenced community strategy, listening and insights Social publishing management Media buying and planning Analytics & optimization management (e.g., A/B testing). Creative direction Front end developer Business stakeholders Employee amplifiers Content Management Contributing editors: (General & Niche) Influencer, ‘opinion leaders’, external experts Publication management structure
- 11. #B2BMX § Productized über-framework: ‘Content-2-Revenue’. § Deployment guides and maturity models. § End-to-end content lifecycle framework. § Value stream analysis. Diagnosis and strategy. § Gamified learning-while-doing methodologies that change culture and teach new business processes. § Aligned transformational roadmaps: / Content driven engagement programs / Technology / HR & Process – Organization. § Events: Content-2-Revenue Bootcamp. § Digitized Content Marketing Strategy community. § Governed integrations: Marketing plans, product launch, sales readiness, performance and role grading, technology and practice deployments. § Job descriptions and published processes. Components of content marketing strategy and culture transformation § Internal surveys: Strengths, challenges, wish-lists. § Vendor assessment frameworks and tools. § Content approval optimization. § Cross-organizational posse for key interventions and point-of-view coalitions. § Editorial boards: Aligned to publication, market vertical, etc. § Align to customer journey and agile marketing initiatives. § Streamlined approval process interventions. § Align org on the ‘easy’ stuff. E.g., product data management. § Cultivate value relationships between brand and corporate entities and the P&Ls. § Taxonomy management, global editorial calendars and other upstream systems.
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- 13. #B2BMX Operational Complexity Dark toLight = High to Low Level of Editorial Support EARLY STAGE MID STAGE LATE STAGE STRATEGIC MARKET MANAGERS Marketing Content NPD Product Launch Collateral SERVICE / INDUSTRY THOUGHT LEADERS Webinars PUBLISHING SERVICES Thought Leadership Articles, Whitepapers PROPOSAL CENTER Proposals, Sales Materials SALES ENABLEMENT Sales Materials CONTENT CREATORS
- 14. #B2BMX Transformational Thinking DrivesChange • Framework spurs engaging dialogue with business leaders • Shows sub-optimal alignment of precious editorial resources • Changes the conversation from execution to strategy Full editorial support Proofreading only No content support
- 15. #B2BMX Changing Behavior –Ban on Brochures Case Study Portfolio Solutions Brief Checklist 5 Mistakes Companies Make When Hiring a Service Provider Competitive Review Demonstrates how we have helped clients through real examples, whether client is named or not. Provides a side-by- side comparison between Crowe and competitors (whether named or not.) Aligns services to business challenges and how we help solve them. Includes “client stories” where possible. Softer sales message while highlighting Crowe’s points of differentiation. Bullet point list of services Print layout versus digital Focus on Crowe services, not client needs
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- 18. Answer needs withminimal or no brand presence or hard sell, but capture data and/or drive to branded experience. Align needs to product benefits Align needs to solutions, consultative selling. Influencers and decider decisions facilitation content. Content reflects RFPs/RFQs and criteria. Facilitates transaction Self-qualifying >>> Anonymous to known / contact Nurtured pipeline. Committee visibility and facilitation. Close Ongoing individual and account LTV and enriched data. Value-added, subscription, support, platform delivery, cross-sell, repurchase. Predict future behavior. Increase brand presence.
- 19. Self serve documentation. ROI/ Cost of ownership calculators. Need assessment tools: Materials, site-assess, art of the possible. Less gated, more public. Technical documentation, guides, product comparison tools, selectors. Vertical applications reports and analysis Optimize ongoing subscription feeds to increase or facilitate self-qualifying actions. Self-qualifying >>> Nurtured pipeline. Committee visibility and facilitation.
- 20. Self-qualifying >>> Nurtured pipeline.Committee visibility and facilitation. Gated access, more proprietary, enhanced or tailored self/help specifications Samples, trials More high-touch and personalized support Customer webinars, trainings. More personalized subscription content and tailored calls to action.
- 22. #B2BMX The Complexities OfBuilding A Scalable Content Operation Carlos Abler - 3M Christine Elliott – Crowe Horwath Andrew Gaffney – Demand Gen Report