CMOs

August 20, 2008

Content News Flash from Forrester: Marketing Must Be Compelling and Make the Buyer Smarter

I had the pleasure of hearing Mr. Peter Burris, principal analyst from Forrester Research, speak today at the ISBM (Institute for the Study of Business Markets) conference at Penn State University.

Outside of some interesting statistics regarding business-to-business marketing, Peter's take on what marketers must do to survive really hit home with the audience of mostly btob CMO's and product managers.

Core research findings from Forrester state that new product adoption success, now managed by the buyer and not the seller (not new news here), is solely dependent on the quality of the need-matching effort. More specifically, Burris states that "marketing has to be compelling and must be a source of intrinsic value unto itself."
Bt_adoption_2
Burris continued with the idea that "the buyer or prospective buyer must feel that they are smarter or more certain of their buying decision after they engage in the marketing."

We've been talking about this for a while, and go indepth about it in our book, but this is one of the first times I've heard the analyst community discuss this concept in detail.

Although he never came out and directly said it, Burris implies that btob marketers must generate significant amounts of high-quality information throughout all stages of the buying process.

So much so that Burris used an example from one of his CMO clients, where they are now looking for employees that have journalistic backgrounds who understand how to create high-quality editorial content, which is now the essence of today's community marketing programs.

For most btob companies, products cannot provide all customer value. Marketing must be a source of value to the customer to ultimately get the most revenue out of the product and service offerings.

In talking with a few senior marketing executives after his speech, this is still a relatively new concept to most large business-to-business companies. Although, one large components manufacturer I chatted with said that while traditional programs usually find no internal support, customer content programs are almost always approved as part of their overall marketing budget. We are making progress!

We are in the middle of a content revolution. Most companies are still battling with the technologies and the implications of social media, but haven't yet realized that the key to their marketing programs will ultimately hinge on how valuable the information is that they send to buyers, and the types of conversations that content creates.

One step at a time.

To see a similar PowerPoint presentation from Forrester on this topic, click here.

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June 12, 2008

Driving Business with Content Tools: A Motorola Case Study

Motorola_second_nature Had the pleasure of sitting through a presentation by Eduardo Conrado, Corporate VP of Global Business & Technology for Motorola at the Business Marketing Association annual meeting today. Most in attendance were amazed that 50% of Motorola's revenues come from B2B ($36.6 billion in total revenues, $18 billion in B2B). They are #1 or #2 in market share in 80% of their B2B customer segments.

There were some really interesting stats and takeaways from this presentation on Motorola B2B Marketing.  The key takeaway is that Motorola is investing in the creation and execution of valuable and relevant content (mostly online) to become a trusted partner and resource to customers.

Here are the highlights:

  • According to Eduardo, Motorola's key challenge right now is communicating technology trends to the specific needs of their customers. They define all their businesses today by customer segment, not by product. In selling their solutions, they start with the needs of the customer, and then look for an overall solution, that may combine new solutions with those from their current portfolio.
  • The two most important objectives for Motorola in getting new business: 1) Customers must trust Motorola first and 2) Motorola must show the human element (not the technology) in order to sell products and services.

Key Statistics that Motorola has Found in Their Marketing

  • 80% of technology buyers use the web as their primary purchasing decision tool.
  • 85% of business managers turn to search engines first.
  • The #1 reason technology buyers visit the web: case studies and white papers.

Online is the Key for Motorola

  • Motorola has increased headcount five-fold in the last few years.
  • All campaigns now start with the online component first.
  • Motorola's B2B site gets 1.3 million visitors per month. 34% get there through search engines (Eduardo feels this should be higher).

Content Tools Drive Conversion

With every type of demand generation activity (PR, Events, SEO/SEM, Advertising, Direct Marketing) there is a specific tool and landing page to tell the story. These include microsites, video showcases, video libraries, ezines (digital magazines), online communities, and widgets. From these, they look to convert information seekers into prospects to get through to the sales cycle.

Content Examples (specific to the Government Market)

Motorola_videoVideo Case Studies: Motorola has a huge library of video case studies. For each one, customers can also download a pdf version of the written study, as well as share with colleagues. Users spend an average of 8 minutes on the site.

This linked example is a YouTube type system that will bring up relevant videos based on vertical segment.

Motorola_ezineMotorola eZine: 17% open rate, 48% click-through rate. Users spend an average of 17 minutes on the eZine site.

Motorola Second Nature: This is a virtual city specific to government decision-makers (fire fighters, police, FBI, government IT and more). This is a digital experience that provides real-world examples of how these decision-makers can best leverage technology to get their jobs done. Worth the trip to see this.

With the computer-generated examples comes links to real-life videos, case studies and white papers of how actual companies are dealing with the same kinds of issues.

How They Do It?
Motorola has aligned with "best-in-class" agencies to help them create and execute these content programs. They also have 300 business-side marketers which doesn't hurt either.

Three Corporate Objectives
Motorola's three key business marketing goals are:

  1. Differentiated positioning (address customer need for each segment)
  2. Distinct, flexible creative platform
  3. Cutting-edge marketing mix (create tools for their customers)

Summary

  1. Everything Motorola does revolves around the customer. They align by customer segments (needs), not products.
  2. Online first. Print and events are integrated, but the plan and creative are pulled from online.
  3. All marketing leads to the creation of informational tools for customers segments. Online content marketing drives everything for Motorola.

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May 20, 2008

BtoB Leaders In Branded Content Coming to NYC

Abm_junta42_event_ad_2 American Business Media and Junta42 are proud to announce a "breakfast in July" about how the leading brands in business-to-business are creating and executing their own content initiatives. I'll be moderating the July 16th breakfast event "BtoB Leaders in Content" at the Scandinavia House in New York City.

We are currently in the process of securing our expert marketing panel, but have already signed up Paul Dunay, global director of integrated marketing at BearingPoint, and author of one of my favorite blogs, Buzz Marketing for Technology. We'll be signing up an additional three marketing heavyweights from brands that are creating their own content and making an impact on behavior.

Each marketer will give a brief presentation about how they are using content to drive their businesses. Then we will have a lengthly Q&A discussion with plenty of time for questions from the audience.

Here is the event overview:

More and more of the leading business-to-business brands are driving sales and customer growth through the use of valuable and compelling content. This means web content, magazines, blogs, social communities, eNewsletters, web events and more that are changing or maintaining behavior as part of the integrated marketing strategy.

In this limited attendance breakfast event, hear how some of the best-known brands in b2b are creating, executing and measuring their own content strategies that you can use in your own markets.

For more information or to sign up, click here. Note that this is a limited attendance event, so if it looks interesting to you, sign up soon!

Why are we doing this?
Even though the creation and execution of custom content is a full 30% of btob marketing budgets, marketing professionals still struggle with the best ways to create valuable, relevant and compelling content that gets them involved in the right types of customer conversations.

There has also been quite a bit of talk from btob marketers and publishers I work with about an event like this, focused on business-to-business content marketing best practices.  If this goes well, we'll be doing more of these types of events.

If you have any questions at all about the event, feel free to contact me at joe[at]junta42.com.

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May 19, 2008

The Future of B2B Marketing - From Ed Abrams at IBM

I had the pleasure of sitting through a presentation by Ed Abrams, VP of Marketing for IBM, at American Business Media's Spring Meeting a few weeks back.  Here are some of the high points.

The Customers Are In Control
Abrams was adamant about the notion that corporations have lost message control as part of the marketing process. Consumers choose what conversations they want to be involved in. The role of marketing is to work to get involved in those conversations that matter.

Cmo_techtarget_slide_2 Research Shows that Non-Traditional Communications Have Impact (and are growing)
Abrams pointed to a number of research findings that state consumers get more and more of their information through such tools as blogs, wikis and more.  In the pictured chart to the right, 31% of IT professionals engage in IT blogs and wikis when searching for new product information. Critical Point: Abrams suggested that IBM looks for this number to double in the next year, theoretically making blogs/wikis the most powerful informational source for IT professionals behind only search engines.

IBM Making Impact in Social Networking
According to Abrams, IBM has the single largest community in LinkedIn at 175,000 members. They also have approximately 5,000 different communities on Facebook. IBM believes that, to be successful, they need to be a part of these conversations on an ongoing basis.

It_influencers_enquiro Online Influences Most!
According to Enquiro Research as presented by Abrams, the three leading influencers for IT decision-makers are Vendor websites, search engines, and industry informational websites (in that order), followed closely by Word-of-mouth peer and Word-of-mouth friend.

Content-based websites are key for IBM. Abrams believes that IBM must provide ongoing, consistent information about what is happening in the industry to be successful.

Abrams' Top IBM Takeaways for Online
Abrams shared a number of key points that are essential to IBM's long-term strategy for growing their business. Here are the ones that made the most impact.

  1. User-Generated Content. This is critical to IBM's success. IT professionals trust in this information, and IBM has to know how to become part of those conversations.
  2. Trust in the Audience. IBM has to trust in their social audiences to be self-policing. IBM knows they cannot control the audience.
  3. Peer-to-Peer Communications. IBM must facilitate this type of behavior in any way they can.
  4. Transparency. In all online situations, IBM must be transparent and open. Consumers can "smell BS" a mile away. If something is broken, IBM must admit that it's broken and address it immediately.
  5. Low Barriers to Enter Conversation. Must make it easy for decision-makers to get involved in the conversation.
  6. Facilitate Collaboration. Must be willing to work with others and promote others' ideas and concepts.
  7. Connect People to Information. Get decision-makers to the information they need quickly and easily.
  8. People first, money later. IBM believes that attracting the right people is the key...making money off of those people will happen later if all these points are followed.

In Summary

  • Power is with customers, who can now connect with each other
  • Two-way dialogue is more valued than marketing messages
  • A lot can be gained by ceding control – viral marketing, market intelligence, etc.
  • Marketing has an opportunity to operate faster, be more flexible and more responsive

From my perspective, IBM has transformed themselves from a "command and control" company to one that may have one of the best understandings of the "new marketing environment". Over this time, they have also adjusted their product mix to be more service-centric than product-centric.

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April 29, 2008

Why Lease When You Can Buy? - A Case for Content Marketing

Lease_vs_buy_content_2 We are in the middle of working on a video about content marketing and one of the key phrases we are using is "Why lease when you can buy?"

If you are looking at a car or at a house, their are pros and cons to buying versus leasing (or renting).  To make a decision, first you have to understand the differences between buying and leasing:

"When you buy, you pay for the entire cost of the [asset] regardless of how [much you use it or what you get out of it.] When you lease, you pay for only a portion of [the real asset's cost], which is the part that you 'use up' [while you are occupying it]."

Buying is Creating Your Own Content
Think about that for a second in relation to the creation of content. By creating your own content, publishing it, then distributing it through print and online mechanisms, you've bought yourself an asset. Once you buy it, you could do nothing with it, or distribute the heck out of it.  Regardless, you still pay the same for that asset. Getting ROI out of it is ultimately up to you.

If executed correctly, you can leverage and re-leverage that asset to continually communicate with customers and prospects. The majority of top tier content does not depreciate either (what publishing folks call "evergreen" content), unlike a car. Great content works more like buying a house or property. If it's good and can be found (location), it goes up in value.

Traditional Advertising is Leasing
Although more and more companies are "buying" content, a good portion of marketing budgets are still spent on leasing or renting activities such as print advertising or online banners and buttons. Like in the definition above, you, the marketer, pay a small portion of the true asset cost or value (owned by the publisher or content distributor) for the area that you are "using up" during that particular time.

Since the publisher owns the asset, which is essential the community they bring to the table for your benefit, they have the right to charge you for the space you are taking up.

Now, advertising has its place. We at Junta42 use traditional advertising all the time. But understand that once it's gone, it's gone.  You have paid for renting the space and there is no asset created, in and of itself. The activity generated from the advertising may ultimately create an asset, but the space you occupied with your brief message is essentially worthless after the period of "occupation" is over. Poof...gone.

Why Are More Marketers Buying/Creating Content Today?
It's quite simple if you think about it. As we see more technological advances, the consumer of content has more and more control over what they engage in. In the past, there were limited options (television, radio, newspapers, consumer and trade magazines). Today, a buyer can go to a search engine and find exactly what they are looking for in a second. And, since Google has democratized content, ANY company with good content and a little search engine savvy can distribute it to that targeted buyer. (Here's a good white paper that spells it out from A to Z.)

Content is also worth more today since it is constantly "alive" on the web and available for consumption, even years after it was first distributed.

So, as the value of traditional marketing vehicles declines with the number of media choices increasing, the lower technological barriers for content creation, and greater content accessibility, corporate content marketing becomes more valuable for the same reasons.

Some "To-Do's" for the Traditional Marketer
Don't worry if you still spend a boat-load on traditional marketing.  If you are, you also realize that the tide is moving away from traditional media and you may not be sure what to do next.  Here are a couple easy steps to take:

  • Don't go canceling all your traditional print and online advertising (I'm sure you won't). But do leverage those communities to distribute valuable, relevant and compelling content that can entice a behavior. Microsites, white papers, webinars, video shorts are all good ways to engage with a target buyer. IBM, Seimens, and Unilever are all leveraging traditional media outlets with big investments to drive consumers to their own content. Unilever's DegreeRookie content campaign was promoted all over DirecTV this weekend (on channel 116 I believe). Note that they are also leveraging a traditional media outlet (Fox) to get the job done.
  • Get serious about content in your organization. The title of Chief Content Officer is starting to pop up in more and more businesses.  Why?  Because content is a strategic marketing device that can drive substantial revenues, so it must be taken seriously. Content is the asset you create that becomes the foundation for your customer relationships. Give ownership to someone that can help guide your content ship. The future of marketing is in the content you create and distribute. Be prepared.

Buy and Build Your House
A great content strategy does not happen overnight, but it's very similar to buying and building your house. The more investment in skilled builders (journalists, content experts, custom publishers), the better your house will look (customer relationships, loyalty and increased sales).

There are always situations where leasing works, but if you can buy the asset of content, and you know that, if done correctly, the asset will grow in value, why would you ever miss out on that opportunity?

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March 26, 2008

Content Marketing at 4 Companies - IBM, Siemens, CIT and Information Builders

In yesterday's post I gave an overview of the BtoB NetMarketing breakfast where leading marketers discussed, in detail, the use of content in their overall marketing plans. What we are starting to see is an evolution of the marketing profession into a marketing/publishing mixture.

Here are some of the highlights that pertain to online content marketing.

Siemens_answers2 Bill Stabile, Siemens Corp.

  • According to Forrester, the majority of marketers want to put more budgetary funds into the web.  This includes Siemens, which at the present time puts 20 - 30% into online.  Mr. Stabile stated how huge this number is, especially since, according to him, Siemens barely had an online footprint a few years back.
  • Siemens is positioning themselves around online thought leadership and credibility, with a focus on engagement.
  • There is no doubt that online is the focal point of their ongoing campaigns.
  • Siemens Answers campaign is Siemens first big push into an integrated print/online campaign. Print, online media, search, online pr and social media all push to the Siemens Answers microsite.
  • They measure their activity in awareness, favorability, response and leads.
  • Mr. Stabile focused on the use of traditional, mainstream media to drive to their own online content initiatives.
  • He stated that 90% of technology and industrial decision makers go online to find suppliers. This is something Siemens is taking very seriously.
  • Their future area of focus: moving to two-way communications.  Right now, he would consider what they are doing one-way communications.
  • INTERESTING STATEMENT - Mr. Stabile said that minor changes in the marketing mix can lead to substantial business increases (5% movement of trade shows into online was the example).

Chris Boylan, Information Builders

  • His goal for the $300 million btob software company is to generate more leads from less traffic.
  • Big goals: increase brand awareness, generate leads, integrate lead generation reporting with SFA system, and track campaign through to sales.
  • Mr. Boylan stated that the main goal when someone gets to their website is to guide visitors to the most compelling content.
  • They use separate landing pages for their white papers with minimal distractions - just get them to complete the form!
  • They use Baynote - had 10% increase in conversion just by using this software.
  • They shoot for lead price to between $20 and $40 per lead when using lead gen and white paper syndication sites such as ITToolbox.
  • Over last year, they increased their overall budget by 15%. 57% of that goes into PPC and organic search efforts.
  • Since last year, they saw a 40% lead increase. 857,000 unique visitors, 25,994 total leads - $45.82 per lead. This generated $35+ million in new business. 13,991 leads from PPC and organic search. 12,003 through syndication.

John Carnero, CIT

  • Created "Behind the Business" series in partnership with Conde Nast, which was a video series promoted using The New Yorker, Wired, Portfolio and Golf Digest. The premise is an ongoing series with leading CEOs about how they became CEOs and define success.Cit_behind_the_business_2
  • The entire program includes advertorial, events, online advertising, video/podcasts, etc.
  • They also promoted it through a LinkedIn advertising plan.
  • Also created a program called "5 Minute Capital", which is a 5 minute podcast on Intellectual Capital. Their goal is to position key employees as thought leaders, partnering with media sites to drive traffic to their content.

Eric Andrews, IBM

  • IBM is to transition from push to pull marketing strategies.
  • Mr. Andrews stated that they can no longer interrupt their customers - they must provide relevant content for when their customers are ready, and in formats they prefer.
  • Marketing is changing to a conversation.
  • In Web 1.0, we were consumers of media. In Web 2.0, we are participants.
  • At IBM, customers are in control and they guide the marketing conversation. That means that IBM has to be quicker, more responsive, and must listen to all feedback.
  • Social Media enables those conversations through communities, forums, discussion groups,etc.
  • IBM promotes employee participation in blogs (has blogger's code of conduct).
  • The strategy starts with listening - posts, feedback, what customers are saying, etc. This helps them to understand the language they speak.

As you can see from the notes, these four companies get it. They get the fact that the marketer is in control, and to be part of the conversation, they have to create relevant and compelling content consistently, and in multiple formats.

Toward the end of the presentation, there was a lot of talk about how marketers need to be storytellers - creating useful content...specifically targeted micro-niche audiences with very precise bits of information.

The future has arrived!

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March 25, 2008

Is the Main Job of Marketing Today Publishing?

Stabilelaunch I had the pleasure of attending the BtoB NetMarketing breakfast about a week ago while I was in New York. I was really looking forward to this, especially when I saw the panel:

  • Jon Carero, VP, Interactive Marketing at CIT
  • Bill Stabile, Sr. Director, Brand & Marketing Communications at Siemens Corp.
  • Chris Boylan, Director of Internet Marketing at Information Builders
  • Eric Andrews, VP, WW Demand Generation at IBM

Here is a link to the videos from the event.

My key takeaway was this: Leading marketing organizations such as IBM and Siemens are focusing the majority of their time, attention and resources on the creation and distribution of their own content to customers and prospects.

Don't get me wrong, companies like IBM buy plenty of TV and online "space", but those buys are part of an integrated communications plan that direct the buyer to their own content.

This is especially important in the business-to-business buying cycle where it may take six to 24 months for someone to make a purchase decision, and involve from six to possibly 20 people who have a say in the final choice (ouch!).

Marketing today is all about publishing.

Considering the vast changes in buyer behavior, these marketers understand that their marketing function is not about getting prospects to buy now (which is impossible in a b2b environment).  It's about getting the prospect engaged in the information provided...making it relevant to their lives and jobs, and motivating them to come back for more (by creating more relevant content).

By providing this type of content marketing and setting up the building blocks for a long-term relationship, the opportunity is now available to actually sell your solutions, because they trust you, have a stake in your brand, and believe in your solutions-oriented message.

The whole idea of this, even ten years ago, would seem like the hard way to increase sales. Today, it's the only way.

I'll have more on some specific takeaways from each presenter tomorrow.

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October 31, 2007

4 Steps to Evolve from Marketer to Publisher

Marketer_publisher_4 The definition of "marketer" from dictionary.com is as follows:

"someone who promotes or exchanges goods or services for money"

This definition is simple and straightforward. The role of the marketer has always to communicate a sales-oriented message in order to sell a product or service. Today, this couldn't be further from the truth.

The evolution of the marketer has sped faster than Moore's Law over the last decade. Most of this is a direct result of the change in buyer behavior and the role that technology has played into that. Buyers, inundated with thousands of marketing messages per day and equipped with TiVo, are generally unaffected by the vasts amounts of messages sent from marketers. Technology (like TiVo and pop-up blockers, for example) has enabled consumers to block out a marketer's message that surrounds the content that is really wanted by the buyer. Those messages that cannot be blocked by technology are served up to the conscious mind as irrelevant and are ignored.

So, what is a marketer to do?

A marketer's responsibility is no longer to communicate sales features and benefits about the products and services they offer. They must now do the following:

  1. Define the critical group of buyers.
  2. With a clear understanding of the buyer, find out what that buyer's informational NEEDS are.
  3. Create the information that is NEEDED by the buyer, and do so on a consistent basis.
  4. Track success through conversion measures and adjust as you go.

Only then can a relationship between a buyer and a seller take place. The buyer must allow us into their personal space first before any secondary product and service messages can get through. Since the content generated by the marketer is NEEDED (not just wanted), the buyer won't mind an occasional sales message. Even more, they will probably welcome one since the marketer's product or service will speak directly to the communication and workplace challenges of the buyer (since the marketer knows the buyer so well).

In order for a marketer to succeed, particularly in the business-to-business marketplace, the marketer must evolve into the publisher. A traditional publisher might be defined as "one that connects buyers and sellers together through a content exchange." The definition of a marketer-publisher is very similar. The difference is that a traditional publisher has a goal of making money on the content itself (through the sale of advertising, sponsorships, or paid content), while a marketer/publisher's goal is to attract and retain customers and make money from their own products and services.

The marketer's role as evolved into the teacher/the thought leader. The marketer's job is to make the buyer more intelligent, and by doing so, will reap the rewards of more goods and services sold. It is now, in the marketing department, that an organization can truly differentiate themselves from the competition and become a valuable customer asset. Now this is something the marketing department can be excited about!

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October 29, 2007

Nike's Move Away from Advertising Into Content Is about Driving Revenues

Nike_running_blog_2 This New York Times article on Nike's new marketing investments into their consumer base should be a wake-up call for those companies not investing in content marketing. Nike, along with other huge brands such as P&G, Johnson & Johnson, and General Motors are all moving away from the basic advertising and sponsorship strategies that helped make them the well-known brands they are today (The article discusses Nike investments such as their Nike Running blog site that create original content for customers).

Just look at the variety of quotes from Nike's marketing management team in their response to this relatively new marketing direction:

“We’re in the business of connecting with consumers.”

“We want to find a way to enhance the experience and services, rather than looking for a way to interrupt people from getting to where they want to go.”

“How can we provide a service that the consumer goes, ‘Wow, you really made this easier for me’?”

Lee Doyle, chief executive for North America at Mediaedge:cia goes on to state, "...consumers have been trained to skip all advertising...That’s the world we’re all afraid of.”

Now, go back and read these quotes again.  What these people are saying is that traditional advertising:

  1. Does NOT connect with consumers.
  2. Interrupts people away from what they really want.
  3. Does NOT provide a wanted experience.
  4. Does NOT help the buyer solve a problem.
  5. Is ignored.

Now, traditional advertising still has its place, but, in general, this is what's coming out of the best and brightest marketing organizations in the world.

Content Drives Revenues

Okay, okay...you might have heard all this before. Statements such as:

"It's the end of interruption marketing."

"It's about engagement and the customer experience."

"Technology has created a new consumer buying behavior."

All these are true, but rarely do I see articles get down to the heart of what is going on for businesses. Simply put, content drives revenues. Valuable and relevant content created by companies and delivered to target users:

  1. Makes a connection with buyers.
  2. Gives buyers the information they really want, need.
  3. Provides a wanted (even needed) experience.
  4. Helps the buyer solve a problem.
  5. Is given attention.

Businesses today have the opportunity to be the content, to be the media. Are you targeting a specific type of customer? If so, stop looking at the available media as a first option. Identify the buyer persona(s) involved, find the informational needs of that buyer, and deliver consistent and valuable content to them based on those informational needs.

The answer seems so easy that it's often dismissed by business marketers. I've been in more than one meeting where the chief marketer nearly laughed me out of the room when I said they could be the dominant media source for a particular industry. Why can't you have a website that delivers the best industry content available? Why can't you deliver in-person roadshows across the country on a key industry topic? Why can't you create a print custom magazine that is anticipated by thousand of target buyers each month?

You can! And why would you actually do such things? Because great content - content that delivers on the informational needs of buyers - drives revenues. If the goal of a business is to make a reasonable profit, there is no other reason to create great content than to drive corporate revenues and profits. That's it!

Still not sure...just ask Nike, P&G, J&J and General Motors.

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September 10, 2007

Organizational Critical Success Factors a Must for Marketing

The marketing function in a business often develops and evolves in a silo. Sales messaging becomes the predominant communications to customers, and overall communications initiatives become tactical and short-term in nature. After a while, management begins to forget if they ever had a marketing strategy in the first place.

5097262965x529 In order to market effectively, and focus on the ongoing communication needs of the customer, the entire marketing organization must be aware of the organization's critical success factors (CSFs).

By defining these CSFs, the marketing team has much of the information it needs to create an effective long-term marketing strategy.

Below are a list of key questions that must be communicated within your management team. Best case scenario is if the answers to these questions come directly from the CEO.

  1. What are the organization's top priority business goals, both short and long term?
  2. Critical Success Factors (CSFs) are the key elements that must go right for your organization to succeed. Which factors do you consider critical to accomplishing the goals of the business? Can you quantify any of these?
  3. What obstacles stand in the way of achieving the goals and CSFs you've noted above?
  4. What are the business implications if these obstacles are not overcome?
  5. What information is required for you to justify any solution that would assist you in meeting you goals and Critical Success Factors? (i.e., overcome your obstacles and avoid the implications?)
  6. In your opinion, how have your existing business systems changed the way you do business? For example, have they helped to improve productivity, increase revenues, or avoid costs?

    (adapted from IMC-The Next Generation by Don Schultz)

By completing and referencing the above, the business has the background it needs to understand the purpose behind traditional and content marketing initiatives, which leads to measurement.

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