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Webinar A Culture of Content Rebecca Lieb, Industry Analyst Jessica Groopman, Sr. Researcher January 14, 2015 Event hashtag: #cultureofcontent

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WebinarA Culture of Content

Rebecca Lieb, Industry Analyst

Jessica Groopman, Sr. Researcher

January 14, 2015

Event hashtag: #cultureofcontent

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

– Michael Margolis

A 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.

Agenda

∙ Welcome∙ Why a Culture of Content is Emergent Now∙ The Anatomy of a Culture of Content∙ Seven Success Criteria ∙ Q&A

Why is a Culture of Content is Emergent Now?

Brands as publishersBrands as publishers

Employees as

publishers

Employees as

publishers

Always-on social media

Always-on social media

Channel proliferationChannel

proliferation

Platform proliferationPlatform

proliferation

Demand for content has never

been HIGHER, and still

growing…

Content is Everywhere.

Content is also bigger than any single department

x

Proliferation of channel, platform, and media complexity

Media Convergence

The Anatomy of a Culture of Content

A Culture of Content is a Content Engine

Inspiration: Intangibles that fuel a Culture of Content

• Vision• Creativity• Risk/Willingness to Fail

Vision

∙ 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

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

Creativity

∙ 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

Sony 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.

Risk & 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

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

Senior 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)

Content 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

Business 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

A Culture of Content Flows Outward Across the Organization

External 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)

“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.

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.

Employees

∙ 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

Process:Components that Streamline & Scale a Culture of Content

• Evangelism• Governance• Education & Training• Technology

Evangelism

∙ 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

Governance

∙ 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

Education & 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

Technology

∙ 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

Remember, tools are only as valuable as they are integrated

Source: Content Marketing Software Landscape: Marketer Needs & Vendor Solutions

Converged Media Results in Content Begetting More Content

• Paid• Owned• Earned

The 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)

Media Convergence Drives Content Stack Evolution

Media Convergence

Success Criteria

“A culture of content begins with an obsession of the

customer”

-- Michael Brenner, Head of Strategy, Newscred

1. Customer Obsession Guides

ContentListen for consumer insights across channels.

Design content to unify the customer–brand experience.

Assess all content for worthiness.

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.

3. Drive Content Leadership from the Top Down &

Bottom UpBoth 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.

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.

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.

6. Global Must Enable LocalGlobal must provide strategic oversight, support, resources, 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.

7. 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.

• 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

uestions?Q

Thank 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.

Jessica

Groopman

Senior Researcher

@jessgroopman

Rebecca LiebIndustry Analyst@lieblink