WebinarA Culture of Content презентация

Содержание

“If you want to learn about a culture, listen to the stories. If you want to change the culture, change the stories.” – Michael Margolis

Слайд 1Webinar A Culture of Content
Rebecca Lieb, Industry Analyst
Jessica Groopman, Sr. Researcher
January 14,

2015

Слайд 2
“If you want to learn about a culture, listen to the

stories. If you want to change the culture, change the stories.”
– Michael Margolis

Слайд 3A Culture of Content exists when the importance of content is

evangelized enterprise-wide, content is shared and made accessible, creation and creativity are encouraged, and content flows up and downstream as well as across various divisions.

Слайд 4Agenda
Welcome
Why a Culture of Content is Emergent Now
The Anatomy of

a Culture of Content
Seven Success Criteria
Q&A

Слайд 5Why is a Culture of Content is Emergent Now?


Слайд 6Demand for content has never been HIGHER, and still growing…


Слайд 7Content is Everywhere.


Слайд 8Content is also bigger than any single department
x


Слайд 9Proliferation of channel, platform, and media complexity


Слайд 10
Media Convergence


Слайд 11The Anatomy of a Culture of Content


Слайд 12A Culture of Content is a Content Engine


Слайд 13Inspiration: Intangibles that fuel a Culture of Content
Vision
Creativity
Risk/Willingness to Fail


Слайд 14Vision
A shared, single purpose, mission, or goal is paramount for empowering

a CoC

Establishes a baseline of understanding, how day-to-day tasks serve a higher purpose

Most effective when generated, embodied, and exemplified by leadership



Слайд 15Seattle-based Eastlake Community church was so inspired by charity:water’s content and

mission…

Слайд 16Creativity
The willingness/drive to think beyond content and marketing that has worked

in the past

Helps differentiate the organization

Grants creators the freedom to flex their creative muscles

‘The crowd’ (earned and social listening) can also inspire creativity




Слайд 17Sony identified a user-submitted troubleshooting post viewed 42k times in 2

weeks

A phone call costs the brand €7; Viewed 42k times, Sony affixed a value of €294k (€7 x 42k) to a single piece of content, then developed more content to address the pain point.


Слайд 18Risk & the Willingness to Fail
Providing permission to fail mitigates fears

of failure, embarrassment, job termination

To differentiate through content, content marketers must be empowered to take risks

View failure with a spirit of innovation– recognizing the issue, learning from it and moving on quickly

More content leaders are incorporating risk-taking & willingness to fail in the hiring process


Слайд 20
Inspiration: The intangibles that fuel a Culture of Content
Vision
Creativity
Risk/Willingness to Fail

People:
The

Human Foundation of a Culture of Content

Senior Leadership
Content Leader
Business Units
External Partners
Employees


Слайд 21Senior Leadership
The critical role of senior leadership is buy-in and evangelism

When

lacking, marketing executives must make the formal business case
CM leaders cite metrics as common point of entry
CM leaders must constantly reinforce the value of content initiatives with data (e.g. sales, brand lift)


Слайд 22Content Leader
Chief Content Officer: an elusive, much vaunted, and still inconsistent

role
Key responsibilities:
Constantly evangelizes and demonstrates content’s value
Creates content strategy
Implements processes and infrastructure
Coordinates across departments, builds ownership
Identifies gaps, needs, and opportunities; nurtures creative talent and content-centric mindsets




Слайд 23Business Units
Content travels well beyond Marketing, permeating other divisions (consumer-facing first)
PR,

Comms, social media, field marketing teams, sales, HR, R&D, support, etc.
Legal and IT typically involved in approval, governance, technology implementation and deployment

Also includes subject matter experts from among senior executives, researchers, and product groups

Слайд 24A Culture of Content Flows Outward Across the Organization


Слайд 25External Partners
Equally urgent to the need for external partners to help

create the content is the need for cultural unity among all parties
Agencies of all kinds
Shopper/marketing insights organizations
Any third-party company aiding in any content marketing-related use case (e.g. agency and vendor partners)

Слайд 26“Combining content with data extends its impact.”
-- Julie Fleischer, Director, Data

+ Content + Media at Kraft Foods Group

Kraft works with several agencies and shopper insights organizations

To centralize these many initiatives, Kraft leverages a social media monitoring center that examines activity around individual brands, analyzing for insights by segment, geo-location, influencers, etc.


Слайд 27Employees
Not all employees will be content creators; encourage and empower identifiers

Evangelizing,

training, educating, demonstrating value, welcoming feedback

Operationalize via
Internal social networks, highlight best (and worst) practices, case studies, solicit feedback, asset sharing
Centers of Excellence and/or Digital Acceleration teams
Incorporate attitude towards content into hiring process

Слайд 28

Process:
Components that Streamline & Scale a Culture of Content
Evangelism
Governance
Education & Training
Technology


Слайд 29Evangelism
The key to evangelism is understanding the unique needs and pain

points of each constituency and tailoring content initiatives to serve their needs and yield relevant results to drive greater buy-in.

CM leaders must identify and build relationships with other functional leaders continuously
Evangelism expands to all people, including external partners

Many companies begin evangelism across consumer-facing depts. first


Слайд 30Governance
Governance empowers employees to act autonomously while also making decisions in

line with the organization
Defines how content is developed, curated, created, and reviewed; manages workflows and safeguards
What brand guidelines are; what the standards for content artifacts are
Who is empowered to make editorial decisions; and how to manage crises

Слайд 31Education & Training
Training must be both initial (at new program roll-out),

but also ongoing
Best practice sharing, case examples
Updates on programs, tools, workflows
More formal classes or routine sharing (e.g. internal social networks)

Education must account for global, regional, and local content programs

Hiring or promoting with an eye for editorial or creative background can accelerate the learning curve


Слайд 32Technology
Technology’s role is to centralize, streamline, and optimize
Execution, knowledge sharing, branded

assets, approvals, analysis, reporting, any other priority use case

Shared access across multiple teams to common tools drives efficiencies across all use cases

Leverage technology to inform more intelligent investments and activations across paid, owned, and earned

Слайд 33
Remember, tools are only as valuable as they are integrated
Source: Content

Marketing Software Landscape: Marketer Needs & Vendor Solutions

Слайд 34

Converged Media Results in Content Begetting More Content
Paid
Owned
Earned


Слайд 35The Convergence of Paid, Owned, & Earned
Content is the atomic particle

of all marketing, across paid, owned, and earned media

The mindset of media convergence is a primary impetus to a culture of content
Designing content for paid, owned, or earned
Breaking down internal barriers and silos
Multi-disciplinary planning, ideation, coordination, deployment (less about content, more about seamless CX across devices, channels, media)



Слайд 36
Media Convergence Drives Content Stack Evolution


Слайд 37
Media Convergence


Слайд 38Success Criteria


Слайд 39“A culture of content begins with an obsession of the customer” --

Michael Brenner, Head of Strategy, Newscred

Слайд 401. Customer Obsession Guides Content
Listen for consumer insights across channels.
Design content

to unify the customer–brand experience.

Assess all content for worthiness.



Слайд 41
2. Align Content with Brand
Crystallize how the content supports the brand

vision.

Incorporate that vision into training and evangelism.

Only publish content that supports the brand vision.


Слайд 42
3. Drive Content Leadership from the Top Down & Bottom Up
Evangelize

and test department-specific initiatives to drive bottom-up support.

Leverage cross-functional results and support to drive top-down support.

Both C-level and content leaders must reinforce an ongoing culture of content.

Слайд 43
4. Culture Requires Constant Evangelism
Content leaders must lead the content evangelism.
Articulate

and demonstrate WIIFM, both bottom-up and top-down.
Commit to ongoing cross-functional evangelism, support, communication, and optimization.


Слайд 44
5. Test & Learn
Start with small, tightly scoped, inexpensive pilots.

Listen,

analyze, A/B test, optimize, and repeat.

Take risks, fail forward, and apply lessons.

Слайд 45
6. Global Must Enable Local
Global must provide strategic oversight, support, resources,

and direction.
Enable local teams with appropriate cultural, linguistic, and contextual resources.

Appoint regional and/or local content leaders to scale training and ongoing evangelism.


Слайд 467. Integrate Across All Cultural Components
sd

Integrate across people: workflows, tool access,

collaboration, best-practice sharing

Integrate across technology: data sets, systems, third-party tools, analytics

Integrate across media: paid, earned, owned, local, etc.

Слайд 47
Agency turf wars will continue to escalate.

Convergence drives the emerging Marketing

Cloud

As the imperative for content grows, organizational acceptance, accountability, and key best practices will be well defined– across all functions.

Benefits of a culture of content will drive its adoption amidst an increasingly complex digital climate


Слайд 48uestions?

Q


Слайд 49Thank You
Disclaimer: Although the information and data used in this report

have been produced and processed from sources believed to be reliable, no warranty eXpressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions eXpressed herein are subject to change without notice.

Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models.

Rebecca Lieb
Industry Analyst
@lieblink


Обратная связь

Если не удалось найти и скачать презентацию, Вы можете заказать его на нашем сайте. Мы постараемся найти нужный Вам материал и отправим по электронной почте. Не стесняйтесь обращаться к нам, если у вас возникли вопросы или пожелания:

Email: Нажмите что бы посмотреть 

Что такое ThePresentation.ru?

Это сайт презентаций, докладов, проектов, шаблонов в формате PowerPoint. Мы помогаем школьникам, студентам, учителям, преподавателям хранить и обмениваться учебными материалами с другими пользователями.


Для правообладателей

Яндекс.Метрика