About Rebecca Lieb

Rebecca Lieb, digital advertising/media analyst at Altimeter Group, is globally recognized as an expert on digital marketing, advertising, publishing and media. An author, and sought-after speaker, she's the former vice president of Econsultancy's US operations. She was VP and editor-in-chief of The ClickZ Network for over seven years. For a portion of that time, Rebecca also ran Search Engine Watch. She consults on content strategy for a variety of brands and professional trade organizations. Earlier, Rebecca held executive marketing and communications positions at strategic e-services consultancies, including Siegel+Gale, and has worked in the same capacity for global entertainment and media companies including Universal Television & Networks Group (formerly USA Networks International) and Bertelsmann's RTL Television. As a journalist, she's written on media for numerous publications, including The New York Times and The Wall Street Journal. She spent five years as Variety's Berlin-based German/Eastern European bureau chief. Until recently, Rebecca taught at New York University's Center for Publishing, where she also served on the Electronic Publishing Advisory Group. Her book, The Truth About Search Engine Optimization, published by FT Press, instantly became a best-seller on Amazon.com. It remains a top-10 title in several Internet marketing categories. Content Marketing publishes in Fall, 2011.

The Four Pillars of Recombinant Content

rainbow-test-tubesNow more than ever, content must be recombinant. This means a critical component of content strategy is the ability to rapidly dissemble, reassemble, reuse, repurpose, and remodel discrete elements of digital content.

Consumers live in a multiscreen world that’s becoming more complex and multifaceted daily. Laptops. PCs. Tablets. Smart phones. Phablets. Smart watches. Google Goggles and other forms of wearables. Digital signage and digital television.

Like hummingbirds, they flit from message to message, channel to channel, screen to screen. Sixty-seven percent touch two devices daily, while 30 percent touch four devices. Regardless of how many screens, touch points and channels, 60 percent of consumers expect a consistent experience when interacting with brands.

Got that? The bottom line isn’t channel, device, or media strategy. It’s experience.

This grazing, snacking, multimedia, and multiscreen behavior is in hypergrowth mode — digital screens are now in taxis, stadiums, and retail outlets. As digital becomes less coupled with the concept of “online,” consistency of experience, of voice, tone, look, and feel are essential.

Otherwise, how are customers to recognize a brand as they (and it) travel across all these devices and media?

Advances in advertising push the envelope further still. Facebook’s revamp of Atlas, announced last week, means advertisers can achieve hitherto impossible targeting and frequency capping, regardless of the device or channels in which an ad appears. Whether an in-app in-game message on a phone, or a display ad on the web, the messages — and the creative — can be kept in sync, appropriate for the device, channel, media, as well as the consumer receiving the message.

The technological ability to connect messaging across devices and channels is a clarion call for recombinant content. Marketers require both the tools and the strategies to create content that works in multiple media and channels, that can be displayed across the ecosystem.

There are four fundamental pillars of recombinant content in this brave and fast moving new world:

Content strategy

Content strategies must be devised with a view toward the reuse, repurposing and redeployment of content. Every message must be viewed as a bundle of component parts that can be broken down and rebuilt in myriad ways. Think Lego set. Can you change the headline? The copy? Turn it into a video, a podcast, an infographic, a display ad, or a PowerPoint? You’re on the right track.

Content agility

This is part of strategy, but agility needs its own call-out. Content must be modular enough to be quickly broken down and reassembled to respond to a real-time (or near real-time) marketplace. Creation, too, is often rapid and reactive. This requires training and empowerment of stakeholders, as well as cross-functional and departmental coordination.

Content tools

All these content assets and content demands cannot be wrangled by hand. Recombinant content requires publishing tools, a digital asset management system, and a myriad of other content marketing software. Content marketing, you’ll remember, is nothing new. It’s technology that makes it accessible.

Connected technology

Content tools must work in a connected fashion to create and deploy assets across channels and media. This doesn’t just apply to owned and earned marketing channels, but also to paid media (advertising). We’re not quite there yet, but when the content technology stack starts talking to the ad stack (this will happen in about two years), it will be the real dawn of the era of recombinant content.

This post originally published on iMedia

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Orchestrating Content Marketing On A Global Scale

Content Marketing: How do we do it globally?

Enterprises are only just beginning to integrate content marketing into their mix — and they are quickly realizing that content must permeate the organization. This applies globally just as much as it does regionally.

The need for content is universal, yet each region, country and locality in which a brand operates has diverse and specific needs unique to language and culture. Fundamentally, these needs can be divided into three buckets: Teams, Tools and Channels.

Creating a global content strategy is exponentially challenging, but absolutely essential, as so many of my clients are realizing.

Without orchestration, time and money are wasted, employees become frustrated, efforts are duplicative, and customer experience suffers, as do consistencies in brand and messaging.

Teams

Creating content marketing teams and governance is essential. Last week, I discussed the topic with a team of real experts: Michael Brenner, formerly of SAP, now with Newscred; 3Ms content lead Carlos Abler and Kyle Lacey, ExactTarget’s Director, Global Content Marketing & Research.

We unanimously agreed that content marketing requires centralized leadership, but also local authorities. Michael aptly likened this to the editorial model of a news organization’s Brazil desk, London desk, etc.

Tools

The content marketing software landscape is rapidly evolving and shifting. Selecting tools comes with additional concerns when they must serve global teams.

Do they support multiple languages? Diverse alphabets? Can they handle country specific barriers, such as firewalls or local privacy regulations? Will licenses differ on a country-by-country basis?

Research on the content tool landscape I recently conducted found 40 percent of marketers cite a lack of inter-departmental coordination as leading to investment in disparate, incompatible toolsets. And that’s just on a domestic level.

Channels

What content should be created? Where should it be published, and in what form, and for which audience? Publishing on Facebook isn’t the same as engaging with audiences on VK.com, Line,  Mixi or Weibo.

Then there are regional holidays, local sporting events and festivals, superstitions, news events – ignore these differences and you’re an outsider, not a credible source of information or a potential partner.

Local input, local knowledge and an injection of local culture are all essential. It’s not nearly enough to translate content into a local language, or to push content created at headquarters out into regional divisions.

In fact, often the content surfaced in far-flung markets can bubble up into fodder for HQ, or for other markets.

Content is a team sport, and running content on a global scale is a bit like running the Olympic games.

Each regional must have teams, those teams must have captains, and they must be equipped with training, an understanding of the universal rules of the game and be equipped with the necessary equipment to play the game.

Yet at the same time, each team flies its own flag, and continues to wear its own colors.

This post originally published on MarketingLand

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Beware Parochial Content Marketing

Content marketing is hot — finally! It’s the term du jour in digital marketing and advertising, getting its figurative place at the table and its own literal track at every marketing conference of note. Content is even getting its own dedicated conferences now — several of them.

With great power comes great responsibility, as well as a not-insignificant number of “me too” arrivals at the party.

Enter the age of parochial content marketing.

What’s parochial content marketing? It’s a trend we’ve seen in the past when new marketing channels suddenly erupt into prominence, most recently social media.

Five years ago, every email marketing solution was suddenly a social media company. Every search engine marketing vendor was suddenly a social media solution. If digital video was the offering, it was a digital video for social media providers. I think you get the drift.

Now all those email companies, search vendors, video providers, and so on down the line are — you guessed it — content marketing solutions. Even one of the largest social media platforms has begun a major marketing initiative for its content marketing product.

There’s a good side to this. It means content marketing is maturing, mainstreaming, and that its importance is finally recognized. But there’s a not-so-great darker side too.

The dark side is a parochial approach to content marketing, the view that “content marketing” means screwing search, or email, or video, or blogging into a container labeled “content marketing” and ticking that box off the list of “must-do marketing tactics.”

Yes, vendors struggle to remain relevant — often a tough job in a landscape in which tactics such as email and search and site design couldn’t be more relevant, but have also been relegated to wallpaper status by virtue of the fact that they have aged out at a ripe old decade of service mark. A couple of years ago, I interviewed more than 50 Fortune 500 marketers on the content marketing channels they were using. One cited search. Zero cited email. (Ha! As if!)

Email is a container for content. Search has nothing to find if there isn’t any content. Ads are filled with content — it’s just called “creative” in that channel. There simply is no marketing without content.

Smart marketers know that, and they know that the best content begins with a strategy. Not with a channel.

This post originally published on iMedia Connection.

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How to Foster a Culture of Content

Screenshot 9:16:14, 5:23 AMA couple of years ago, I researched content marketing maturity in the enterprise. We identified five phases of maturity, the highest one being the very aspirational level of actually monetizing content; organizations from Red Bull to Coke to Kraft have been able to actually sell their content marketing.

That’s clearly not going to happen for every brand practicing content marketing, nor should it. A far more attainable and worthy goal is phase four of our maturity model: fostering a culture of content. That is, evangelizing the importance and impact of content marketing not only across all sectors of the marketing division, but across the enterprise itself. It means getting senior management, sales, customer service, operations, product, HR, IT, and the rest of the company (as well as partners, such as agencies) educated and informed about content.

Many misunderstand this as a “find the bloggers” initiative. And sure, it’s always great to identify, inspire, and encourage the development of content creators who have real domain knowledge and expertise, not to mention channels of communication into relevant sectors and target markets.

But a genuine culture of content goes far beyond enabling and empowering content creators outside of marketing.

It’s about education: what content can achieve and how those achievements might benefit them. This means fewer calls to customer service, for example, if that department can help surface issues and problems that can be addressed with content (with the additional benefit of savings).

It’s about finding more content or topics for content, perhaps from an offsite, conference, or convention where marketing isn’t attending but customers or executives are.

It’s about employee advocacy. Employees can showcase an organization as a great place to work or provide behind-the-scenes expertise where it’s needed around products (or projects).

It’s about executive buy-in. When the C-suite understands content and the role that it plays, it is more willing and able to get behind programs that spread content culturally. (This is why Nestlé’s Pete Blackshaw, global head of digital, arranged a Silicon Valley “field trip” for that company’s senior leadership — to imbue them in the culture and potential of digital communications.)

This week, at Content Marketing World, Kraft Food’s Julie Fleisher discussed company-wide initiatives around content, such as building a software platform that integrates with enterprise functions around data and CRM, and also an educational program spanning hundreds of employees and a few dozen agency partners to boot, to get everyone on the same page around content.

We’re going to see many more enterprises rally around the culture of content, creating training and evangelism programs to spread the word and foster participation. This will result in better marketing and hopefully, more openness and transparency insofar as consumers are concerned.

What has your company done lately to foster a culture of content? I’d love to hear your stories.

This post originally published on iMedia Connection

Image creditCaitlin Yardley Cell Theory: Culture Dish III 2009 

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Content Marketing: What To Measure Beyond Sales & Leads

How should content be measured and analyzed? Let us count the ways (or at least begin to).

This column is intended to be an informal sounding board for ideas. Summer’s over and it’s time to get cracking on new research. Next up (in my capacity as a research analyst): content metrics.

My goal on this next project (which I’m undertaking with fellow analyst Susan Etlinger, a specialist in data and analytics) will not merely focus on how companies are measuring the most obvious content marketing goals, such as ROI, or increased sales, leads and conversions. We’re hoping to dig deeper and learn more about some of the less obvious content marketing benefits, as well as to uncover best practices for establishing content KPIs and putting processes into place to measure success.

We’re only just kicking this off, but here are some of the other, the more unexpected, areas that qualify as content marketing KPIs. Measurement practices are just beginning to emerge around these KPIs, and we’ll doubtless uncover more as we begin to research in earnest. Remember: this list deliberately does not include ROI, sales or lead-related metrics.

Customer Service

Brands have long used digital content to help customers to help themselves. Can that value be measured, e.g. the cost of solving an issue with content rather than a much more expensive call center?  Sony’s European Forum & Community Manager, Nico Henderijckx, recently shared great stats around how he calculates value. A recent how-to troubleshooting post, written by a super user on a Sony community site, was viewed by 42,000 visitors. The average call center call costs the brand €7. So the potential value of this one post was €294,000 (7 x 42,000).

Moreover, Henderijckx throws an annual offsite conference for the 45 super users of Sony’s European community to encourage their continued participation. They leverage this in-person opportunity to shoot over 300 videos of those users which are later shared with the broader community audience. More content!

Workflow/Efficiency

Companies that have no problem understanding the value of content marketing still struggle to streamline processes, collaboration and efficiency. Great content comes at a cost – and, like all processes, efficiency is a goal. That’s why I love this recent case study (via Percolate) on how Unilever managed to save $10M annually on content production costs.  As brands become even more sophisticated, they’ll begin to measure how content saves money in a converged media environment.

Reusing, repurposing and optimizing existing content can translate into savings across paid and earned media, as well as on creative and agency services.

Employee Engagement/Advocacy

Not unrelated to efficiency is the role content can play in employee engagement and advocacy – but it goes beyond that as well. Employees who are trained and comfortable with digital content can communicate (often, far better than senior leadership) on a variety of levels and with a range of constituencies, ranging from customer care to sales to recruiting and sales.

Engagement & Amplification

Shares, comments, pass-alongs. “Engagement” is a vague word indeed, but there are many, many instances of content marketing achieving as much reach as paid media, at a fraction of the cost of a campaign that a media buy would entail.

Take the tech company that engaged influencers to create content on topics related to their products (importantly, not about the actual products or brand) and, with disclosure, promote the pieces in their networks. This resulted in 1.1 million interactions – an average 128,000 shares per piece of content. In a B2B context, that amounts to paid media reach without the cost of a paid media buy.

There are a host more potential KPIs: purchase intent, brand sentiment, customer retention, recruitment, consumer insights, feedback and product development/improvement – all of which can be fostered, nurtured and measured with content marketing underpinned by a solid strategy.

That’s what I’m going to spend this Fall season researching. Let me know if you have other examples or great case studies of the less obvious side of measuring content.

This post originally published on MarketingLand

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Content Marketing Software RFP: A Framework to Determine Needs & Solicit Proposals

Seven Steps of Content Marketing Software Selection

Download the Full Report

New strategies demand new processes. And in a digital world, new processes demand new technology.

This couldn’t hold more true for the burgeoning content marketing sector. We’re fond of saying that content is the atomic particle of all marketing. Without it, there’s no owned media, but also no social, no PR and no advertising (where it’s called “creative”).

Brands and agencies alike are scrambling to create content, and also to distribute it, measure it, target and optimize it. To do so, they require tools.

Altimeter Group recently took a hard look at the burgeoning content marketing software landscape, and helped break down content marketing into use cases and scenarios to help marketers identify their needs as well as pinpoint the vendors in the space who might be able to address them. But that’s only the beginning of a solution to a large disconnect between need and solution.

As a content software vendor recently put it, “Most brands aren’t yet able to clearly articulate their content marketing needs or end KPIs. This makes creating an RFP and asking the right questions incredibly difficult.” Brands [and agencies] can’t frame “what’s needed” or how to get to the end goal.

This is where our new report: Content Marketing Software RFP: A Framework to Determine Needs & Solicit Proposals comes in. We recognize that existing RFP templates cannot be retrofitted to the task of soliciting content marketing solutions due to a number of specific challenges:

  • Establishing content governance, processes, strategy, and inter-departmental coordination.
  • Matching content software needs to planned investments.
  • Finding solutions that scale toward the future (e.g. new technologies, vendor partners, or channels).
  • Scoping software integration requirements, both with other marketing software, and often with enterprise software packages such as CRM or customer data.
  • Accommodate existing workflows and processes – it’s much more difficult to retrofit process to software than the inverse.
  • Winnow down to a shortlist which vendors may meet requirements.

Our report includes a two part, customizable template that guides marketers and agencies through our recommended process. First, by helping them to conduct an internal assessment and soliciting key stakeholders for input and priorities. And second, creating an RFP to be used with selected vendors. This second part contains both essential background information and a response sheet for the vendor.

All in all, there are seven steps to this process, including looking beyond marketing into cross-functional needs, as well as integration with other software systems.

We hope our report and template facilitates your own proposal process, and welcome feedback on where it’s working, and where it can use improvement.

Download the Full Report

Additional Resources

Cross-posted with the Altimeter Group blog

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How Much Does Content Cost?

How much does content marketing cost?

Tough question, right? So let’s break the question down a bit to try to simplify it.

How much does content creation cost?

shutterstock_206842363-1920-content-marketing-man-points

There are still no easy answers, are there? Yet it’s a question marketers persist in asking, in much the same way people were asking back in the day, “How much does a website cost?” (Once, when my interrogator wouldn’t take “It depends” for an answer, in exasperation I countered with, “Well, how much does it cost to buy a house?”)

But even a website (or a house, for that matter) is much more easily quantifiable than content marketing when it comes to breaking down budgets and expenditures. It’s difficult to impossible to conduct credible research in this area due to a list of variables and mitigating factors longer than your arm.

Attempts At Quantifying Costs Aren’t All That Helpful

There’s research out there. The Content Marketing Institute, in its latest study (PDF) of content marketing budgets for small businesses, states, “On average, 30% of B2B budgets are allocated to content marketing.”

Helpful, kind of, but there’s no breakdown of that self-reported spend. What one business may be spending on a clear content marketing line item (outsourced writing or design talent, for example), another might attribute to event marketing, which has plenty of content marketing potential and traction, but is highly debatable as a line item in and of itself.

The Custom Content Council publishes research around budgets as well. Its research looks at how much its members are spending on “branded” content. This primarily translates into advertorial, which is assuming other meanings as well, e.g. native advertising, a form of converged media (content + advertising). Such nuances of meaning are barely beginning to be accepted as industry standard, so it’s unlikely they’re crystal clear to every individual survey respondent.

This isn’t to cast aspersions on anyone’s research, but to frame the discussion. Let’s consider some of the mitigating factors in the “how much does content cost” question.

Why It’s More Difficult Than One Might Think

• Salaries: The overwhelming majority of organizations don’t yet have dedicated content roles or staff, but instead source content from a wide variety of internal sources: marketing, product leads, customer service, senior leadership, etc. When considering content costs, are content contributors’ salaries broken out in terms of time spent, or the percentage of their time dedicated to content?

• Freelance Creation Fees:  Unlike staff only partially dedicated to content, freelance fees are a much clearer line item. But if images are commissioned for advertising, then used in content (or vice versa), where’s the budget attribution? What about those press releases that were outsourced? Is it communications or PR, or is it content ? Even when outsourced, the lines blur around content budgets – or lack of same.

• Agency BillingsIf you accept the definition of content marketing that it’s owned media and therefore precludes a media buy, you can deduct media spend from content marketing budgets straightway (Or can you? We’ll get into that below.). That leaves agency creative, which is subject to the same blurred lines as are freelance creation fees.

• Software/Hardware Are marketers including their investments in the tools of the trade in their content marketing budget breakdowns? If so, which ones? The ones around creation? Measurement? Syndication and distribution? Recent research I just published breaks down eight use case scenarios for content tools, yet I don’t know that any of these are included (or not) in content marketing budgets or costs (amortized or not).

• Paid and Earned Media If you build it, they may come. Then again, they may not. With so many marketers jumping on the content marketing bandwagon, more and more of them are finding it necessary to invest in paid (advertising ) and earned (social and PR) media to draw attention to their content efforts, at least at the beginning to foster awareness. Where do these costs fall in the budget: content, PR, social, advertising, or all or none of the above?

• Converged Media While we’re on the topic of paid, owned and earned media, it’s clear the three are intermingling to form new types of marketing and advertising. We define native advertising, for example, as content + advertising (or owned + paid media). You can immediately see where the lines blur when content is created modularly for different types of media channels, or used in converged channels that create multiple attributions.

• Events (And Other “Generated” Sources Of Content): A corporate event, a conference, a trade show, a customer showcase – these are all marketing and sales line items, but they generate content, too. It’s not unusual for a single speech, for example to be blogged, tweeted, Slideshared, YouTubed – you name it. All are forms of content marketing, yet the core intent of the content wasn’t necessarily content marketing. Another content budget grey area – and yet one more reason why the cost of content will remain highly nebulous for a good, long time to come.

 

This post originally published on MarketingLand

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