ESSAYS
ROBERT ROSE, CHIEF STRATEGY OFFICER AT THE CONTENT MARKETING INSTITUTE
how we’re actually going to use this stuff. Then, instead of producing a hundred
management,
and if so what can we learn from them?
“We get so wrapped up in the idea that we have to be continually creating something new that we don’t leverage what we’ve already got,” he says. “What happens with a whitepaper, for example, is we create this wonderful thing which creates value. We stick it up on the website. And 30 days later we’ve completely forgotten about it.
“Instead we need to look at content as an approach. First ask what’s the story? Then ask how you leverage that story across multiple
channels. As classically trained marketers we tend to think in terms of a campaign with a beginning, a middle and an end, when in fact we always need to be pushing the rock up the hill. “The second point, and this feeds back into the fi rst,
involves quantity over quality. In the States especially we’ve made the mistake of getting wrapped around the axle of SEO. We think of SEO as the primary driver and
we’ve developed the idea that you need to feed the machine constantly. We had gurus telling us if that if we’re not blogging fi ve times a day we’re doomed. But what happened is that companies ended up spewing out a load of confetti. The mentality is ‘if we’re busy, we must be productive’. But it’s like
throwing spaghetti against the wall.
“Success involves
stepping back and developing some planning – creating an
editorial calendar, a DAM strategy for 35 issue 22 october 2014
things where maybe 10 of them work, we’re producing 15 great things and 12 of them work. That shift is hard for a lot of companies because it means more time is spent thinking, brainstorming and
iterating content. There can also be a tendency to come up with pat answers in content. It’s what I call writing at the ‘cubicle level’. The challenge is that enterprise companies are complex entities. It’s not enough just to say “write better”. You need to plan across regions and product groups. Content and DAM are integral, but they’re just one part of your marketing plan. It’s not enough simply to create a corporate blog. You
CHANGE IS THE ONLY CONSTANT
Rose’s next book will examine some of the issues likely to shape digital marketing as we approach 2020. The future, of course, is unwritten. Which is why
the biggest challenge is adapting to the idea of change. “Things are changing so fast that it’s
more productive for us now to change our organisations so that we’re simply able to adapt, period. This is something media companies understand implicitly.
It’s the way newsrooms work, how production companies are organised. There everybody wears multiple hats and gets
ASK WHY YOU’RE CREATING THIS
need to ask why you’re creating this content in the fi rst place.”
assigned a priority. That’s so different from the way marketing teams are structured now. People need to get out of their traditional roles and understand that a marketing team is just a networked group of people who change and adapt as the conditions change. That’s the challenge.” More specifi cally, says
CONTENT IN THE FIRST PLACE”
Rose, the dominating medium over the next fi ve years will be video. “It will be massive. The web is already a multimedia channel driven by short, interactive, immersive experiences. Beyond that, marketers are going to have to deal with the internet of things. How do we assemble consumer experiences that transcend a single
person in front of a screen and involve interactions with other objects?” That proliferation of
content across devices and channels – and the eradication of traditional boundaries between those channels – makes effi cient management of assets vital. Asset management, says Rose, should be an ongoing rather than a reactive process. If you want to rock your customers’ world then give them the content they want - right here, right now - and maximise your value to them, as well as their value to you. @Robert_Rose
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