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Good morning, Marketers, and is the advertising industry in crisis?
Perhaps more importantly, are brands completely tuned out? Spending time at the IAB’s Annual Leadership Meeting in New York City this week, I was impressed with the trade association’s determination to sound the alarm about the pincer movement that is threatening the industry’s future. On one side, the steady deprecation of technological means of tracking users across domains — chiefly the deprecation of third-party cookies — and on the other side, the growing support for eradicating user identity from digital marketing altogether, if necessary through legislation.
The IAB’s objective is to get the entire industry working on a common response to these challenges. But cunning adtech fixes for identity tracking don’t sit easily with calls to use first-party data only. And meantime, one has the impression that marketers are content to carry on using third-party data until doomsday.
One expects agencies and adtech to predominate at an IAB meeting, but I don’t believe I heard from one brand marketer in the audience (they were involved, if at all, as guest speakers). Are brands just waiting for someone else to tell them what their future segmentation and targeting strategies should look like?
Quote of the day. “Reminder: your job as a manager is to enable your team by giving them the tools, time and opportunity to SHINE. That’s it. It’s not about you.” Hana Jacover, director of marketing technology, Unreal Digital Group
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About The Author
Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space. He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020. Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.
And yet, he is a 2022 B2C Content Marketer of the Year finalist.
Though seemingly incongruous, it’s not. Companies don’t all approach content (or marketing) with the same organizational structure.
Matt leads editorial strategy for TD Bank Group as a senior manager in the corporate and public affairs department. Under his leadership, TD Stories took home top honors for Best Content Marketing Program in Financial Services and earned finalist mentions for Best Content Marketing Launch and Financial Services Publication in the 2022 Content Marketing Awards.
Those results prove that department, title, and reporting structure don’t matter if the content works.
“We tell stories aligned with (the company’s) communication goals. We’re not necessarily looking to sell something. It is about brand building, thought leadership, financial literacy,” Matt explains.
Here’s how a non-marketer finalist for Content Marketer of the Year built an award-winning program.
In 2018, Matt joined TD as a content strategist. He was hired partly because of his background in reporting and creating new content products. Matt had worked as a technology reporter at The Globe and Mail and the National Post. He also created the Financial Post Tech Desk, a home for Canadian and international tech news, and was the founding editor of the Post’s arcade video-game news site.
TD leadership had recognized the shifting media landscape. They saw fewer earned media opportunities and turned to Matt to help scale a TD-owned channel called TD Newsroom.
While TD Newsroom aligned with the external communications goals, it ended up with an internal audience – less than 10% of visitors came to the site from outside the bank.
Turning the content program inside out
TD Newsroom’s importance grew when the pandemic hit in 2020, making some forms of traditional customer outreach impossible. No longer just another tool in the communication toolbox, TD Newsroom became pivotal.
“Creating our own content and being able to distribute it became crucially important to us,” Matt says.
The TD Newsroom team focused on creating branded service journalism (content intended to help customers), and traffic to the site increased substantially. Topics such as banking tasks you can carry out online, budgeting for income impacted by COVID, and planning an emergency fund took center stage.
That was the beginning of the TD Newsroom evolution.
“We were rethinking how we did content and where the customer was in their journey,” Matt says. The team also doubled down on data-driven content and refined its content strategy.
In 2021, TD Stories debuted. “It places the customer at the center of the story. It tells stories that resonate with customers and colleagues,” Matt says.
The site’s tagline – “Enriching lives one story at a time” – reflects this mission.
TD Stories organizes content around five pillars (as shown in the site navigation in the screenshot above):
Your Money features financial tips and advice.
Innovation highlights new technologies to create more personalized banking experiences.
Community features stories about TD’s involvement in the communities where it operates and where its employees live.
Colleagues tells the stories of employees.
Insights features thought leadership from the bank’s executives.
“We’re a small but mighty team within corporate affairs. It’s a flat team – everyone brings ideas to the table. It really wouldn’t work if it wasn’t as cohesive as it is,” Matt says.
The digital content team also functions a little like an agency. In corporate affairs, they work with relationship managers for categories such as personal banking, insurance, US banking, etc., as well as product, partnership, and philanthropic managers.
“We work with them to create the stories. We may pitch to them, asking for a subject matter expert to help us tell a story, etc.,” Matt explains. “We could not exist in a vacuum.”
He oversees a digital content team that includes a data-driven strategy role that has been critical in the TD Stories evolution. That added focus has helped the team in its content development.
For example, the bank’s editorial calendar revolves around repeating deadlines and patterns. Deadlines for retirement plan contributions and income tax returns occur during the same period every year. And each spring, more people begin house hunting.
With TD’s digital content team amping up the content measurement strategy, Matt and team can analyze how well those yearly content pieces perform. They also can better understand what people are searching for, so they can refine and improve the next content iterations.
“We can take those moments and make those moments fresh,” Matt explains. “We can ensure the customer gets the best and most accurate information possible.”
The metrics reflect the team’s dedication to excellence. In 2021, traffic to TD Stories grew more than 125% year-over-year. Almost all the traffic (98%) comes from external sources, including 25% from organic Google searches.
Knowing the real goal
“At the end of the day, the content is not the end goal. The goal is to help educate the customer and help them feel more informed and financially confident. When you keep that in mind, the actual structure of a story or every sentence is a means to an end,” Matt says.