MARKETING
How To Plan a Content ‘Season’ Like a Hollywood Showrunner

What should we talk about in our content?
This question plagues many content marketing teams. The brand message might be crystal clear. The products have clear value propositions and differentiators. The marketing team understands its paid media schedule, the agency is working out the creative elements, and the PR team is readying news around new hires, products, and partnerships.
The content team, however, struggles with topics.
Content marketers often approach this by getting a meeting together to brainstorm.
Here’s how that usually goes:
Someone from the demand generation team suggests creating a list of all the questions buyers might ask about the company’s particular approach.
The product marketing manager likes that idea and says, “We could create articles answering those questions and then sprinkle in how we solve those challenges.”
The brand marketing manager says, “Why don’t we write some posts about our new brand mission and how our products and services are helping solve climate change?” They punctuate their suggestion by throwing a copy of Simon Sinek’s Start With Why onto the table.
The product marketing manager chimes in: “Yes, and we could sprinkle in a bit about how our product solves those challenges.”
“I know,” says someone from PR, “let’s write posts that feature profiles of our executives and their thought leadership in the market.”
The brand marketing manager nods in appreciation. “Yes, great idea. That’s storytelling. It’s got a hero.”
The product marketing manager stands up and says, “I like it. And maybe the executives could talk a little about how our product solves difficult challenges.”
Only the content marketing team sits silently, looking down at their notebooks. They’ve taken exactly zero notes.
The pizza arrives, and the meeting ends. The brand marketing manager says, “I don’t know what you all were so worried about. We’ve got tons of things to talk about.”
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Finding the bigger story
I work with content marketing teams for brands all over the world. I’ve noticed that when teams struggle to find a focused editorial direction for their content platform, it’s usually because they haven’t set the foundation for a bigger story.
Without a focused story (or stories), any alternative feels valid. As a result, their blog feels like an ad hoc collection of answers to FAQs. The resource center is a random collection of promotional materials and case studies. Their webinar program is just a catch-all featuring whoever is available to talk about how their product solves things.
I’ve discussed the importance of planning before. But within that planning process description lies the assumption that the relevant teams have met to decide on a bigger story to use as a foundation for planning.
But what if that hasn’t happened yet? How do you go about finding that bigger story?
As it turns out, you can learn a lot from media operations.
An overarching story helps #Content end the struggle to find editorial direction, says @Robert_Rose via @CMIContent. Click To Tweet
What TV showrunners know
Television series are created by teams representing all aspects of producing great content. There are writers, directors, actors, editors, production specialists, and so on.
Similarly, multiple teams come together when a brand’s content marketing team embarks on a thought leadership program or content marketing initiative. These teams also rely on diverse experts: writers, designers, subject matter experts, and others.
Both teams face similar problems. This chaotic, creative process requires participation from many different groups.
How do you align all those disciplines and develop a cohesive story?
The question in Hollywood: “What’s the story?”
The question in content marketing: “What’s the story?”
Here is an approach that I’ve seen work in both situations.
Find the story – then plan it out over a season
The first thing I advise content marketing teams to do is this: Find the focus for a story they want to tell over a specific period on specific platforms.
I’ve talked before about the approach of using your brand story to find your content stories and even rebooting your story from content you’ve written before.
But another (often overlooked) aspect of this first step is to plan how your story will play out over time.
Hollywood showrunners do this by bringing all the writers together to generate ideas about episodes and character development arcs.
Content marketers can learn from this. Why not bring the team together to plan out a bunch of ideas that would help you tell a complete story?
Think of it like planning out an entire season of content. For example, you might theme your editorial strategy for the coming quarter, build it around a curriculum, or even align it to the seasonal calendar.
With this approach, you’ll end up with more than a list of titles of articles, posts, or assets to create. You’ll have planned different chapters (or episodes) of a broader story that may end up as many kinds of digital assets for different platforms.
Think of #content planning like plotting out an entire TV show season, says @Robert_Rose via @CMIContent. Click To Tweet
Outline the chapters – then create your packages
The next step for showrunners is to create outlines of the episodes that make up the show’s season. These detailed story outlines help the other professionals understand when things like specific locales, guest actors, or bigger budgets may be necessary.
In content marketing, outlining your story’s upcoming chapters can help you decide which formats would work best. For example, you may decide that for the initial “episode,” you want to create an article and a blog post. But you want to combine the second episode with a white paper, a webinar, and a blog post.
Deciding on these packages separates the content development from the digital assets you’ll package them into. Creators get a heads-up that they’ll need to write the content for the various interfaces selected to optimize accordingly. Designers will have a complete portfolio of content that they can use to create all the assets needed.
Planning at this level of detail enables the true benefits of a content calendar. All the teams can see plans for the story to unfold and all the different platforms where it will be told. They may start to see that the content season will meet their needs – reducing the demand for ad hoc assets.
Planning a full season of #Content lets internal teams see how the story will meet their needs, says @Robert_Rose via @CMIContent. Click To Tweet
Create the content – not necessarily the assets
In the next stage, Hollywood showrunners assign the writing for the various episodes. All the writers know the story and the outlines for upcoming episodes so that the showrunner can choose the optimal writer for each episode.
A content marketing team might assign the first couple of episodes to one writing team, then assign another team to take up the project for episode three.
Think of it like this: If you’ve mapped out your entire story, you and the team know what’s coming. You can work on the chapters simultaneously, knowing that things can change if needed. More importantly, this approach lets you work ahead instead of constantly chasing deadlines.
The key here is to write the content, not necessarily the digital assets. The goal is to have the stories created well ahead of the deadlines in your story schedule. For example, one successful content marketing team I’ve worked with makes a “content digest” for each of their episodes. This single document includes all the written content for all the places it will live (e.g., promotional ads, blog posts, social posts, long-form articles, etc.) and a creative brief for all the asset elements the content will be packaged into. Once the content reaches production, the creative team creates all the design containers simultaneously.
Approaching content separately from production means you may have 10 or more episodes ready to go before the first one even publishes. This lets you adjust the production schedule as you learn from each episode as it rolls out. If episode 1 goes exceedingly well, for example, you can make changes to episode 6. You’ve seen this in action with your favorite series. A character becomes a fan favorite in episode 1 – and suddenly has much more screen time by episode 5.
Additionally, it’s a much more efficient process. You know episode 3 (which is already written) will need a thought leadership paper, a webinar, and a blog post. Fantastic. Now, you know how to help the production team schedule their efforts. And, you have the room to change if the first webinar is so successful that you want to add more.
One story to rule (out) them all
Setting the bigger story in place and working the plan through cross-functional teams does more than give you production efficiency. It also provides focus. You can weigh any proposed idea against something important: the bigger story.
So, when that inevitable “Yes, and can we sprinkle in a little more about how our product solves that challenge” comment comes in?
You can look down at your copious notes and say, “I’m sorry, that’s not part of this particular story.”
Remember, it’s your story. Tell it well.
Get Robert’s take on content marketing industry news in just five minutes
Watch previous episodes or read the lightly edited transcripts.
Cover image by Joseph Kalinowski/Content Marketing Institute
MARKETING
The Rise in Retail Media Networks

As LL Cool J might say, “Don’t call it a comeback. It’s been here for years.”
Paid advertising is alive and growing faster in different forms than any other marketing method.
Magna, a media research firm, and GroupM, a media agency, wrapped the year with their ad industry predictions – expect big growth for digital advertising in 2024, especially with the pending US presidential political season.
But the bigger, more unexpected news comes from the rise in retail media networks – a relative newcomer in the industry.
Watch CMI’s chief strategy advisor Robert Rose explain how these trends could affect marketers or keep reading for his thoughts:
GroupM expects digital advertising revenue in 2023 to conclude with a 5.8% or $889 billion increase – excluding political advertising. Magna believes ad revenue will tick up 5.5% this year and jump 7.2% in 2024. GroupM and Zenith say 2024 will see a more modest 4.8% growth.
Robert says that the feeling of an ad slump and other predictions of advertising’s demise in the modern economy don’t seem to be coming to pass, as paid advertising not only survived 2023 but will thrive in 2024.
What’s a retail media network?
On to the bigger news – the rise of retail media networks. Retail media networks, the smallest segment in these agencies’ and research firms’ evaluation, will be one of the fastest-growing and truly important digital advertising formats in 2024.
GroupM suggests the $119 billion expected to be spent in the networks this year and should grow by a whopping 8.3% in the coming year. Magna estimates $124 billion in ad revenue from retail media networks this year.
“Think about this for a moment. Retail media is now almost a quarter of the total spent on search advertising outside of China,” Robert points out.
You’re not alone if you aren’t familiar with retail media networks. A familiar vernacular in the B2C world, especially the consumer-packaged goods industry, retail media networks are an advertising segment you should now pay attention to.
Retail media networks are advertising platforms within the retailer’s network. It’s search advertising on retailers’ online stores. So, for example, if you spend money to advertise against product keywords on Amazon, Walmart, or Instacart, you use a retail media network.
But these ad-buying networks also exist on other digital media properties, from mini-sites to videos to content marketing hubs. They also exist on location through interactive kiosks and in-store screens. New formats are rising every day.
Retail media networks make sense. Retailers take advantage of their knowledge of customers, where and why they shop, and present offers and content relevant to their interests. The retailer uses their content as a media company would, knowing their customers trust them to provide valuable information.
Think about these 2 things in 2024
That brings Robert to two things he wants you to consider for 2024 and beyond. The first is a question: Why should you consider retail media networks for your products or services?
Advertising works because it connects to the idea of a brand. Retail media networks work deep into the buyer’s journey. They use the consumer’s presence in a store (online or brick-and-mortar) to cross-sell merchandise or become the chosen provider.
For example, Robert might advertise his Content Marketing Strategy book on Amazon’s retail network because he knows his customers seek business books. When they search for “content marketing,” his book would appear first.
However, retail media networks also work well because they create a brand halo effect. Robert might buy an ad for his book in The New York Times and The Wall Street Journal because he knows their readers view those media outlets as reputable sources of information. He gains some trust by connecting his book to their media properties.
Smart marketing teams will recognize the power of the halo effect and create brand-level experiences on retail media networks. They will do so not because they seek an immediate customer but because they can connect their brand content experience to a trusted media network like Amazon, Nordstrom, eBay, etc.
The second thing Robert wants you to think about relates to the B2B opportunity. More retail media network opportunities for B2B brands are coming.
You can already buy into content syndication networks such as Netline, Business2Community, and others. But given the astronomical growth, for example, of Amazon’s B2B marketplace ($35 billion in 2023), Robert expects a similar trend of retail media networks to emerge on these types of platforms.
“If I were Adobe, Microsoft, Salesforce, HubSpot, or any brand with big content platforms, I’d look to monetize them by selling paid sponsorship of content (as advertising or sponsored content) on them,” Robert says.
As you think about creative ways to use your paid advertising spend, consider the retail media networks in 2024.
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Cover image by Joseph Kalinowski/Content Marketing Institute
MARKETING
AI driving an exponential increase in marketing technology solutions

The martech landscape is expanding and AI is the prime driving force. That’s the topline news from the “Martech 2024” report released today. And, while that will get the headline, the report contains much more.
Since the release of the most recent Martech Landscape in May 2023, 2,042 new marketing technology tools have surfaced, bringing the total to 13,080 — an 18.5% increase. Of those, 1,498 (73%) were AI-based.

“But where did it land?” said Frans Riemersma of Martech Tribe during a joint video conference call with Scott Brinker of ChiefMartec and HubSpot. “And the usual suspect, of course, is content. But the truth is you can build an empire with all the genAI that has been surfacing — and by an empire, I mean, of course, a business.”
Content tools accounted for 34% of all the new AI tools, far ahead of video, the second-place category, which had only 4.85%. U.S. companies were responsible for 61% of these tools — not surprising given that most of the generative AI dynamos, like OpenAI, are based here. Next up was the U.K. at 5.7%, but third place was a big surprise: Iceland — with a population of 373,000 — launched 4.6% of all AI martech tools. That’s significantly ahead of fourth place India (3.5%), whose population is 1.4 billion and which has a significant tech industry.
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The global development of these tools shows the desire for solutions that natively understand the place they are being used.
“These regional products in their particular country…they’re fantastic,” said Brinker. “They’re loved, and part of it is because they understand the culture, they’ve got the right thing in the language, the support is in that language.”
Now that we’ve looked at the headline stuff, let’s take a deep dive into the fascinating body of the report.
The report: A deeper dive
Marketing technology “is a study in contradictions,” according to Brinker and Riemersma.
In the new report they embrace these contradictions, telling readers that, while they support “discipline and fiscal responsibility” in martech management, failure to innovate might mean “missing out on opportunities for competitive advantage.” By all means, edit your stack meticulously to ensure it meets business value use cases — but sure, spend 5-10% of your time playing with “cool” new tools that don’t yet have a use case. That seems like a lot of time.
Similarly, while you mustn’t be “carried away” by new technology hype cycles, you mustn’t ignore them either. You need to make “deliberate choices” in the realm of technological change, but be agile about implementing them. Be excited by martech innovation, in other words, but be sensible about it.
The growing landscape
Consolidation for the martech space is not in sight, Brinker and Riemersma say. Despite many mergers and acquisitions, and a steadily increasing number of bankruptcies and dissolutions, the exponentially increasing launch of new start-ups powers continuing growth.
It should be observed, of course, that this is almost entirely a cloud-based, subscription-based commercial space. To launch a martech start-up doesn’t require manufacturing, storage and distribution capabilities, or necessarily a workforce; it just requires uploading an app to the cloud. That is surely one reason new start-ups appear at such a startling rate.
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As the authors admit, “(i)f we measure by revenue and/or install base, the graph of all martech companies is a ‘long tail’ distribution.” What’s more, focus on the 200 or so leading companies in the space and consolidation can certainly be seen.
Long-tail tools are certainly not under-utilized, however. Based on a survey of over 1,000 real-world stacks, the report finds long-tail tools constitute about half of the solutions portfolios — a proportion that has remained fairly consistent since 2017. The authors see long-tail adoption where users perceive feature gaps — or subpar feature performance — in their core solutions.
Composability and aggregation
The other two trends covered in detail in the report are composability and aggregation. In brief, a composable view of a martech stack means seeing it as a collection of features and functions rather than a collection of software products. A composable “architecture” is one where apps, workflows, customer experiences, etc., are developed using features of multiple products to serve a specific use case.
Indeed, some martech vendors are now describing their own offerings as composable, meaning that their proprietary features are designed to be used in tandem with third-party solutions that integrate with them. This is an evolution of the core-suite-plus-app-marketplace framework.
That framework is what Brinker and Riemersma refer to as “vertical aggregation.” “Horizontal aggregation,” they write, is “a newer model” where aggregation of software is seen not around certain business functions (marketing, sales, etc.) but around a layer of the tech stack. An obvious example is the data layer, fed from numerous sources and consumed by a range of applications. They correctly observe that this has been an important trend over the past year.
Build it yourself
Finally, and consistent with Brinker’s long-time advocacy for the citizen developer, the report detects a nascent trend towards teams creating their own software — a trend that will doubtless be accelerated by support from AI.
So far, the apps that are being created internally may be no more than “simple workflows and automations.” But come the day that app development is so democratized that it will be available to a wide range of users, the software will be a “reflection of the way they want their company to operate and the experiences they want to deliver to customers. This will be a powerful dimension for competitive advantage.”
Constantine von Hoffman contributed to this report.
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MARKETING
Mastering The Laws of Marketing in Madness


Navigating through the world of business can be chaotic. At the time of this publication in November 2023, global economic growth is expected to remain weak for an undefined amount of time.
However, certain rules of marketing remain steadfast to guide businesses towards success in any environment. These universal laws are the anchors that keep a business steady, helping it thrive amidst uncertainty and change.
In this guide, we’ll explore three laws that have proven to be the cornerstones of successful marketing. These are practical, tried-and-tested approaches that have empowered businesses to overcome challenges and flourish, regardless of external conditions. By mastering these principles, businesses can turn adversities into opportunities, ensuring growth and resilience in any market landscape. Let’s uncover these essential laws that pave the way to success in the unpredictable world of business marketing. Oh yeah, and don’t forget to integrate these insights into your career. Follow the implementation steps!
Law 1: Success in Marketing is a Marathon, Not a Sprint
Navigating the tumultuous seas of digital marketing necessitates a steadfast ship, fortified by a strategic long-term vision. It’s a marathon, not a sprint.
Take Apple, for instance. The late ’90s saw them on the brink of bankruptcy. Instead of grasping at quick, temporary fixes, Apple anchored themselves in a long-term vision. A vision that didn’t just stop at survival, but aimed for revolutionary contributions, resulting in groundbreaking products like the iPod, iPhone, and iPad.
In a landscape where immediate gains often allure businesses, it’s essential to remember that these are transient. A focus merely on the immediate returns leaves businesses scurrying on a hamster wheel, chasing after fleeting successes, but never really moving forward.


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A long-term vision, however, acts as the north star, guiding businesses through immediate challenges while ensuring sustainable success and consistent growth over time.
Consider This Analogy:
Building a business is like growing a tree. Initially, it requires nurturing, patience, and consistent care. But with time, the tree grows, becoming strong and robust, offering shade and fruits—transforming the landscape. The same goes for business. A vision, perseverance, and a long-term strategy are the nutrients that allow it to flourish, creating a sustainable presence in the market.
Implementation Steps:
- Begin by planning a content calendar focused on delivering consistent value over the next six months.
- Ensure regular reviews and necessary adjustments to your long-term goals, keeping pace with evolving market trends and demands.
- And don’t forget the foundation—invest in robust systems and ongoing training, laying down strong roots for sustainable success in the ever-changing digital marketing landscape.
Law 2: Survey, Listen, and Serve
Effective marketing hinges on understanding and responding to the customer’s needs and preferences. A robust, customer-centric approach helps in shaping products and services that resonate with the audience, enhancing overall satisfaction and loyalty.
Take Netflix, for instance. Netflix’s evolution from a DVD rental company to a streaming giant is a compelling illustration of a customer-centric approach.
Their transition wasn’t just a technological upgrade; it was a strategic shift informed by attentively listening to customer preferences and viewing habits. Netflix succeeded, while competitors such a Blockbuster haid their blinders on.
Here are some keystone insights when considering how to Survey, Listen, and Serve…
Customer Satisfaction & Loyalty:
Surveying customers is essential for gauging their satisfaction. When customers feel heard and valued, it fosters loyalty, turning one-time buyers into repeat customers. Through customer surveys, businesses can receive direct feedback, helping to identify areas of improvement, enhancing overall customer satisfaction.
Engagement:
Engaging customers through surveys not only garners essential feedback but also makes customers feel valued and involved. It cultivates a relationship where customers feel that their opinions are appreciated and considered, enhancing their connection and engagement with the brand.
Product & Service Enhancement:
Surveys can unveil insightful customer feedback regarding products and services. This information is crucial for making necessary adjustments and innovations, ensuring that offerings remain aligned with customer needs and expectations.
Data Collection:
Surveys are instrumental in collecting demographic information. Understanding the demographic composition of a customer base is crucial for tailoring marketing strategies, ensuring they resonate well with the target audience.
Operational Efficiency:
Customer feedback can also shed light on a company’s operational aspects, such as customer service and website usability. Such insights are invaluable for making necessary enhancements, improving the overall customer experience.
Benchmarking:
Consistent surveying allows for effective benchmarking, enabling businesses to track performance over time, assess the impact of implemented changes, and make data-driven strategic decisions.
Implementation Steps:
- Regularly incorporate customer feedback mechanisms like surveys and direct interactions to remain attuned to customer needs and preferences.
- Continuously refine and adjust offerings based on customer feedback, ensuring products and services evolve in alignment with customer expectations.
- In conclusion, adopting a customer-centric approach, symbolized by surveying, listening, and serving, is indispensable for nurturing customer relationships, driving loyalty, and ensuring sustained business success.
Law 3: Build Trust in Every Interaction
In a world cluttered with countless competitors vying for your prospects attention, standing out is about more than just having a great product or service. It’s about connecting authentically, building relationships rooted in trust and understanding. It’s this foundational trust that transforms casual customers into loyal advocates, ensuring that your business isn’t just seen, but it truly resonates and remains memorable.


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For instance, let’s talk about Oprah! Through vulnerability and honest connections, Oprah Winfrey didn’t just build an audience; she cultivated a community. Sharing, listening, and interacting genuinely, she created a media landscape where trust and respect flourished. Oprah was known to make her audience and even guests cry for the first time live. She had a natural ability to build instant trust.
Here are some keystone insights when considering how to develop and maintain trust…
The Unseen Fast-Track
Trust is an unseen accelerator. It simplifies decisions, clears doubts, and fast-forwards the customer journey, turning curiosity into conviction and interest into investment.
The Emotional Guardrail
Trust is like a safety net or a warm embrace, making customers feel valued, understood, and cared for. It nurtures a positive environment, encouraging customers to return, not out of necessity, but a genuine affinity towards the brand.
Implementation Steps:
- Real Stories: Share testimonials and experiences, both shiny and shaded, to build credibility and show authenticity.
- Open Conversation: Encourage and welcome customer feedback and discussions, facilitating a two-way conversation that fosters understanding and improvement.
- Community Engagement: Actively participate and engage in community or industry events, align your brand with genuine causes and values, promoting real connections and trust.
Navigating through this law involves cultivating a space where authenticity leads, trust blossoms, and genuine relationships flourish, engraving a memorable brand story in the hearts and minds of the customers.
Guarantee Your Success With These Foundational Laws
Navigating through the world of business is a demanding odyssey that calls for more than just adaptability and innovation—it requires a solid foundation built on timeless principles. In our exploration, we have just unraveled three indispensable laws that stand as pillars supporting the edifice of sustained marketing success, enabling businesses to sail confidently through the ever-shifting seas of the marketplace.
Law 1: “Success in Marketing is a Marathon, Not a Sprint,” advocates for the cultivation of a long-term vision. It is about nurturing a resilient mindset focused on enduring success rather than transient achievements. Like a marathon runner who paces themselves for the long haul, businesses must strategize, persevere, and adapt, ensuring sustained growth and innovation. The embodiment of this law is seen in enterprises like Apple, whose evolutionary journey is a testament to the power of persistent vision and continual reinvention.
Law 2: “Survey, Listen, and Serve,” delineates the roadmap to a business model deeply intertwined with customer insights and responsiveness. This law emphasizes the essence of customer-centricity, urging businesses to align their strategies and offerings with the preferences and expectations of their audiences. It’s a call to attentively listen, actively engage, and meticulously tailor offerings to resonate with customer needs, forging paths to enhanced satisfaction and loyalty.
Law 3: “Build Trust in Every Interaction,” underscores the significance of building genuine, trust-laden relationships with customers. It champions the cultivation of a brand personality that resonates with authenticity, fostering connections marked by trust and mutual respect. This law navigates businesses towards establishing themselves as reliable entities that customers can resonate with, rely on, and return to, enriching the customer journey with consistency and sincerity.
These pivotal laws form the cornerstone upon which businesses can build strategies that withstand the tests of market volatility, competition, and evolution. They stand as unwavering beacons guiding enterprises towards avenues marked by not just profitability, but also a legacy of value, integrity, and impactful contributions to the marketplace. Armed with these foundational laws, businesses are empowered to navigate the multifaceted realms of the business landscape with confidence, clarity, and a strategic vision poised for lasting success and remarkable achievements.
Oh yeah! And do you know Newton’s Law?The law of inertia, also known as Newton’s first law of motion, states that an object at rest will stay at rest, and an object in motion will stay in motion… The choice is yours. Take action and integrate these laws. Get in motion!
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