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How To Write a 1-Page Content Marketing Strategy: 6 Easy-to-Follow Steps



How To Write a 1-Page Content Marketing Strategy: 6 Easy-to-Follow Steps

Without a written strategy, your brand’s content marketing won’t reach its potential. Think about it.

Without a written strategy:

  • Your content marketing is less likely to align with organizational goals.
  • You have a hard time securing leadership and budget support.
  • You risk internal, external, and adjacent content teams going in multiple directions.
  • You spend more time onboarding and re-educating your team.

Without a written strategy, you are like most content marketers, just not the most successful ones.

Without a documented strategy, you’re like most #content marketers. Just not the successful ones, says @AnnGynn via @CMIContent. Click To Tweet

A documented strategy correlates with success

The Content Marketing Institute asks about documented content marketing strategies in its annual research. Most recently, only 40% of B2B marketers and 39% of B2C marketers said they have one. (And no, the people who say they have a strategy but don’t write it down don’t count. An unwritten “strategy” is whatever anyone says it is.)

But the CMI research shows having a documented content marketing strategy differentiates the top performers from average or poor performers. Consider this stat for overall marketing from CoSchedule’s Trend Report: Marketing Strategies 2022: Marketers with a documented strategy are 414% more likely to report success than those who don’t.

So why don’t more content leaders write down their strategies?

Writing a strategy takes time. And many wonder whether the time invested will pay off. Will anyone on the team read the whole thing or remember what’s in it?

That’s why I’m a big advocate of creating a one-page content marketing strategy. The abbreviated format means you can create it quickly and explain it concisely. People you share it with will be more likely to read and remember it. (Heck, they could pin it to their bulletin board or make it their screensaver.)

Let’s walk through six steps to create your one-page content marketing strategy. But first, review your business’ operational objectives and goals. Your content marketing program won’t be successful if it doesn’t align with what your organization wants to achieve.

Your #ContentMarketing program won’t be successful if it doesn’t align with what your organization wants to achieve, says @AnnGynn via @CMIContent. Click To Tweet

Step 1: Set the content marketing objective

Knowing what your business executives want to achieve, consider how content marketing will help. At this point, you’re looking for a general content marketing objective, not specific tactics or topics.


For this exercise, I’ll use the faux Chickadee Credit Union as the organization creating a one-page content marketing strategy. The credit union is a member-based organization that offers services similar to banks in its community.

Here’s what their pre-step and step one look like:

  • Business objective: To increase the belief that Chickadee Credit Union is a good source for loans (home, personal, and auto)
  • Business goal: To increase all types of loan applications by 10% (year over year) from CCU members
  • Content marketing objective: To become a go-to content resource for credit union members interested in personal finance topics

The business objective is specific (raise awareness and trust in Chickadee as a lender), and the goal is measurable (increase loan applications by 10%). With that understanding, the content marketing team identified an objective that could ultimately help CCU achieve that goal (becoming a go-to resource on personal finance.)

Now, the work begins to define the path to achieving that content marketing objective.


Step 2: Define the audience

It’s tempting to detail a broad audience – after all, you may think, the more people who consume your content, the more people to help you achieve the business goals.

Resist that temptation because it’s ineffective. It’s difficult, if not impossible, to create content that works well for as many audience segments as possible. Instead, pick one primary audience and, possibly, a secondary audience. To do this, research your potential audiences. Look at the relevant data – demographics, sociographics, interests, needs, and pain points. Detail how and where people in that group currently get information related to your general topic (as mentioned in your content marketing objective.)

Then, ask who would be most interested in your company’s content topic. If you need to narrow it further, ask who would be most interested in the topic and more likely to take the desired action to achieve the business’ operational goal.


Chickadee Credit Union considered several audiences interested in personal finance content. But when the content marketing team asked which of those audiences would be more likely to apply for a loan in the next five years, they narrowed it down to one – parents with at least one young child.

CCU included these attributes of their target audience (parents with at least one young child) in their strategy:

  • Member of Chickadee Credit Union
  • Overseer of their family’s budget
  • Expect their living and transportation needs to evolve in the next five years
  • Challenged by balancing the family’s space and transportation requirements as the family grows
  • Crunched for time in all aspects of their life


Step 3: Identify content categories and topics

Knowing and describing your audience opens the window to content. What would this group of people want to read, watch, or listen to that’s related to your content marketing objective?

Brainstorm a list of content ideas – big ideas, specific story angles, or both. As you review the list, put a star next to the ones that would benefit your target audience the most.

Identify several broad themes. List sample story topics that would fall under those categories to help people better understand related ideas and envision new possibilities.


Chickadee Credit Union opted for three categories – home life, car travel, and free or low-cost fun. All those themes work well for parents of young children who are interested in personal finance and someday might apply for a home, auto, or personal loan. Then, they added specific story angles under each category:

  • Living at home
    • How to create a multipurpose living room (story topics)
    • The best furniture fabric for families
    • Time-saving cleaning tips
  • Traveling by car
    • Emergency tools every car should have
    • Tailgate picnics when your vehicle doesn’t have a tailgate
    • Apps to find the best gas prices
  • Free or low-cost fun
    • Be a tourist in your own town
    • Help your children make their own board games


Step 4: Detail content types and formats

Deciding on content formats and types is closely tied to step five (distribution channels). Ask two questions:

  1. How would the target audience most want to consume the content?
  2. Which of those formats fit within available resources and capabilities?

Be realistic. For example, your audience might enjoy videos. But if no one on your team has video skills and you have no budget to hire or outsource, don’t choose video as one of your formats.


Chickadee Credit Union found that parents value multiple formats. It identified five for its content marketing strategy, including a mix of digital content types and print:

  • Blog articles
  • E-newsletters
  • Social media posts
  • Print newsletter
  • Video

Step 5: List distribution channels and frequency

Often, your chosen format will lean toward a general delivery channel. But be as specific as possible in detailing where your content distribution priorities lie.

For example, you might distribute an article on your company’s blog or a third-party website. You might distribute a social media post through Twitter, Instagram, LinkedIn, etc.

At this point, you also need to look at the available resources to create, publish, and promote the content. What is the minimum amount of each content type this group can produce?

TIP: Don’t be overly ambitious. Pick a frequency you can realistically meet. You can always increase it later.


Chickadee Credit Union’s strategy specifies frequency and distribution channels for their content formats:

  • Blog articles: 3 times weekly; CCU website
  • E-newsletter: 1 time a month; CCU subscriber database
  • Tweets: 1 time a day; CCU handle
  • Facebook: three times weekly; CCU Facebook page
  • Newsletter: two times a year; CCU & partner physical locations
  • Video: two times a year; CCU YouTube channel

With the format, platform, and frequency determined, CCU detailed the categories (from step three) for each format and planned to:

  • Rotate the three categories for each blog post as well as social media posts
  • Include all three categories in the e-newsletter and print newsletter
  • Make the travel-by-car category the theme for videos

Step 6: Connect to the business purpose

Now, you’re ready to go back to the beginning. It’s time to add the goals to your content marketing objective (step one).


  1. What do you want your audience to do after consuming a piece of content?
  2. How will you measure success?
  3. What are the specific goals (remember to tie them to the business’ operational goals)?
  4. How long will you have to achieve them?


If you recall, CCU wanted to increase loan applications by 10% year over year. To help contribute to that goal, the content marketing team wanted to become the go-to resource for personal finance. Here are their measurable content marketing goals:

  • To increase awareness of CCU as the go-to resource for family-focused personal finance topics
    • Increase visits to blog pages on site by 10% each month
  • To grow the database of members who want content from CCU
    • Increase member e-newsletter sign-up number by 20% each quarter
  • To convert member subscribers into loan applicants
    • Grow the number of member subscribers who also apply for a loan (personal, home, or auto) by 5% over a year

Notice how their measurable content marketing goals ultimately lead to the business operational goal.

Now, CCU has its one-page content marketing strategy:

AUDIENCE (clearly defined)

CCU members who are parents/guardians of at least one young child; oversee their family’s budgets; likely to see living and transportation needs evolve in the next five years; are challenged by balancing a growing family’s space and transportation requirements; crunched for time

CATEGORIES/TOPICS (content angles relevant and valuable to the audience)

  • Living at home • Traveling by car • Free or low-cost fun opportunities

FORMATSDISTRIBUTION CHANNELS – FREQUENCY (deliver in relevant channels consistently)

  • Blog – CCU website – 3x a week
  • E-newsletter – Database – 1x a month
  • Print newsletter – CCU physical location – 2x a year
  • Video – YouTube – 2x a year
  • Social Posts – Twitter 1x a day; Facebook 2x a week

CALLS to ACTIONS w/ MEASURABLE GOALS (customer action)

  • To increase awareness of CCU as the go-to resource for family-focused personal finance topics
    • Increase visits to blog pages on site by 10% each month
  • To grow the database of members who want content from CCU
    • Increase member e-newsletter sign-up number by 20% each quarter
  • To convert member subscribers into loan applicants
    • Grow the number of member subscribers who also apply for a loan (personal, home, or auto) by 5% over a year


One more thing: Plan to revisit the content marketing strategy

Once you complete step six, your content marketing strategy is documented and ready to use. But I recommend an honorary seventh step. Too often, content marketers get so focused on execution that they forget to review their documented strategy regularly to make sure the goals and decisions remain valid.

Revisit the strategy when:

  • Goal timeframes have concluded
  • Triggers or events happen within your organization (i.e., a reduction in content marketing resources, the addition of new technology or platform)
  • Triggers or events happen outside your organization (i.e., a pandemic, a shift in consumer behavior)
  • Operational strategic planning is changed or updated (i.e., a new business goal, a new vision plan)

Don’t forget to review your #ContentMarketing strategy regularly to make sure goals and decisions remain valid, says @AnnGynn via @CMIContent. Click To Tweet


Start writing

OK, now you know documenting a content marketing strategy isn’t overly difficult. You probably have a lot of the answers already. So set aside time to pull it all together in one document, then share it with all the stakeholders involved.

And next year, you’ll find yourself on the right side of the survey. You’ll have a documented content marketing strategy that helps you achieve your content and organizational goals.

Give it a try and let me know how it works for you.

Cover image by Joseph Kalinowski/Content Marketing Institute

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Comparing Credibility of Custom Chatbots & Live Chat



Building Customer Trust: Comparing Credibility of Custom Chatbots & Live Chat

Addressing customer issues quickly is not merely a strategy to distinguish your brand; it’s an imperative for survival in today’s fiercely competitive marketplace.

Customer frustration can lead to customer churn. That’s precisely why organizations employ various support methods to ensure clients receive timely and adequate assistance whenever they require it.

Nevertheless, selecting the most suitable support channel isn’t always straightforward. Support teams often grapple with the choice between live chat and chatbots.

The automation landscape has transformed how businesses engage with customers, elevating chatbots as a widely embraced support solution. As more companies embrace technology to enhance their customer service, the debate over the credibility of chatbots versus live chat support has gained prominence.

However, customizable chatbot continue to offer a broader scope for personalization and creating their own chatbots.

In this article, we will delve into the world of customer support, exploring the advantages and disadvantages of both chatbots and live chat and how they can influence customer trust. By the end, you’ll have a comprehensive understanding of which option may be the best fit for your business.

The Rise of Chatbots

Chatbots have become increasingly prevalent in customer support due to their ability to provide instant responses and cost-effective solutions. These automated systems use artificial intelligence (AI) and natural language processing (NLP) to engage with customers in real-time, making them a valuable resource for businesses looking to streamline their customer service operations.

Advantages of Chatbots

24/7 Availability

One of the most significant advantages of custom chatbots is their round-the-clock availability. They can respond to customer inquiries at any time, ensuring that customers receive support even outside regular business hours.


Custom Chatbots provide consistent responses to frequently asked questions, eliminating the risk of human error or inconsistency in service quality.


Implementing chatbots can reduce operational costs by automating routine inquiries and allowing human agents to focus on more complex issues.


Chatbots can handle multiple customer interactions simultaneously, making them highly scalable as your business grows.

Disadvantages of Chatbots

Limited Understanding

Chatbots may struggle to understand complex or nuanced inquiries, leading to frustration for customers seeking detailed information or support.

Lack of Empathy

Chatbots lack the emotional intelligence and empathy that human agents can provide, making them less suitable for handling sensitive or emotionally charged issues.

Initial Setup Costs

Developing and implementing chatbot technology can be costly, especially for small businesses.

The Role of Live Chat Support

Live chat support, on the other hand, involves real human agents who engage with customers in real-time through text-based conversations. While it may not offer the same level of automation as custom chatbots, live chat support excels in areas where human interaction and empathy are crucial.

Advantages of Live Chat

Human Touch

Live chat support provides a personal touch that chatbots cannot replicate. Human agents can empathize with customers, building a stronger emotional connection.

Complex Issues

For inquiries that require a nuanced understanding or involve complex problem-solving, human agents are better equipped to provide in-depth assistance.

Trust Building

Customers often trust human agents more readily, especially when dealing with sensitive matters or making important decisions.


Human agents can adapt to various customer personalities and communication styles, ensuring a positive experience for diverse customers.

Disadvantages of Live Chat

Limited Availability

Live chat support operates within specified business hours, which may not align with all customer needs, potentially leading to frustration.

Response Time

The speed of response in live chat support can vary depending on agent availability and workload, leading to potential delays in customer assistance.


Maintaining a live chat support team with trained agents can be expensive, especially for smaller businesses strategically.

Building Customer Trust: The Credibility Factor

When it comes to building customer trust, credibility is paramount. Customers want to feel that they are dealing with a reliable and knowledgeable source. Both customziable chatbots and live chat support can contribute to credibility, but their effectiveness varies in different contexts.

Building Trust with Chatbots

Chatbots can build trust in various ways:


Chatbots provide consistent responses, ensuring that customers receive accurate information every time they interact with them.

Quick Responses

Chatbots offer instant responses, which can convey a sense of efficiency and attentiveness.

Data Security

Chatbots can assure customers of their data security through automated privacy policies and compliance statements.

However, custom chatbots may face credibility challenges when dealing with complex issues or highly emotional situations. In such cases, the lack of human empathy and understanding can hinder trust-building efforts.

Building Trust with Live Chat Support

Live chat support, with its human touch, excels at building trust in several ways:


Human agents can show empathy by actively listening to customers’ concerns and providing emotional support.

Tailored Solutions

Live chat agents can tailor solutions to individual customer needs, demonstrating a commitment to solving their problems.


Human agents can adapt to changing customer requirements, ensuring a personalized and satisfying experience.

However, live chat support’s limitations, such as availability and potential response times, can sometimes hinder trust-building efforts, especially when customers require immediate assistance.

Finding the Right Balance

The choice between custom chatbots and live chat support is not always binary. Many businesses find success by integrating both options strategically:

Initial Interaction

Use chatbots for initial inquiries, providing quick responses, and gathering essential information. This frees up human agents to handle more complex cases.

Escalation to Live Chat

Implement a seamless escalation process from custom chatbots to live chat support when customer inquiries require a higher level of expertise or personal interaction.

Continuous Improvement

Regularly analyze customer interactions and feedback to refine your custom chatbot’s responses and improve the overall support experience.


In the quest to build customer trust, both chatbots and live chat support have their roles to play. Customizable Chatbots offer efficiency, consistency, and round-the-clock availability, while live chat support provides the human touch, empathy, and adaptability. The key is to strike the right balance, leveraging the strengths of each to create a credible and trustworthy customer support experience. By understanding the unique advantages and disadvantages of both options, businesses can make informed decisions to enhance customer trust and satisfaction in the digital era.

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The Rise in Retail Media Networks



A shopping cart holding the Amazon logo to represent the rise in retail media network advertising.

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

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AI driving an exponential increase in marketing technology solutions



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. 

Screenshot 2023 12 05 110428 800x553

“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. 

Dig deeper: 3 ways email marketers should actually use AI

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. 

Dig deeper: AI ad spending has skyrocketed this year

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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