WebinarA Culture of Content презентация

2015
Event hashtag: #cultureofcontent

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

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.

a Culture of Content
Seven Success Criteria
Q&A

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

mission…

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

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.

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

Human Foundation of a Culture of Content

Senior Leadership
Content Leader
Business Units
External Partners
Employees

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)

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

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

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)

+ 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.

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

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

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

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

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

Marketing Software Landscape: Marketer Needs & Vendor Solutions

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)

Michael Brenner, Head of Strategy, Newscred

to unify the customer–brand experience.

Assess all content for worthiness.

vision.

Incorporate that vision into training and evangelism.

Only publish content that supports the brand vision.

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

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

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

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

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

Take risks, fail forward, and apply lessons.

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

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

collaboration, best-practice sharing

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

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

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

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