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Why You Might Not Need a Unified Content Development Process (Yet) [Rose-Colored Glasses]

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Why You Might Not Need a Unified Content Development Process (Yet) [Rose-Colored Glasses]


The pandemic made organizations care (finally) about building a strategic content development function.

As a result, I see more and more content marketing leaders face the challenge of solving how content flows through the business. It all comes down to organizations finally learning what it means to act like a media company.

It won’t be easy.

Enterprises are a messy thatch of conflicting agendas, values, priorities, and goals. And the effects of these conflicts seem particularly harsh when it comes to content.

Why? Because content is communication. When parts of the business aren’t communicating well internally, the business can’t communicate well externally.

When teams don’t communicate well internally, the business can’t communicate well externally – and that hurts #ContentMarketing, says @Robert_Rose via @CMIContent. Click To Tweet

Who owns which content?

I recently spoke with a marketing leader who plans to launch an initiative to sort out the company’s enterprise content strategy in 2022. The effort arose out of a problem many enterprises face – a lack of agreement about who should drive content development for specific parts of the customer journey.

The marketing team didn’t feel responsible for creating content to cross-sell new products and services to existing customers. But the account services team felt that kind of content should be a core marketing responsibility.

With no one owning the initiative, random acts of customer content occurred.

Existing customers got mixed messages about which new products were available, when, and why they might care. And each team felt frustrated with the results.

Aim to create function from content dysfunction

As the marketing leader dug into the issue, they realized the content development process was dysfunctional from head to toe. But tackling content at an enterprise level felt overwhelming.

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Leaders in some of the other affected areas couldn’t agree on which part of the process caused the most problems. The refrain “it’s not my team” echoed through the figurative hallways.

I advised the marketing leader to look for ways to create function within the dysfunction.

Don’t try to dictate a content approach for the entire journey, I suggested. Instead, remove the dysfunction from the content process for one part of the customer journey at a time.

Don’t try to dictate a #content workflow for the entire customer journey. Try removing dysfunction from one journey stage at a time, says @Robert_Rose via @CMIContent. Click To Tweet

Marketing teams often look at content from a lifecycle perspective. They ideate, create, produce, activate, manage, and measure it. The natural tendency is to create a process that solves one part of that lifecycle.

Usually, discreet teams handle each step of that lifecycle. Creators handle content creation. Design teams package and manage the content. Channel managers activate and promote the content. It seems easier to solve by team than by the customer journey.

Spoiler alert: It’s not. The creation process for awareness content could (and probably should) look very different from the creation process for customer service content.

It may be more productive to look at the content development process in a siloed way. For example, ask, “What does the ideate, create, produce, manage, activate, and promotion look like for X?” (where X represents a specific part of the customer journey, a content platform, or a particular channel).

Yes, this approach maintains the silos. But it’s an opening gambit for building a functional process within a dysfunctional organization.

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Once you’ve developed a process that works for X, you can move to the next part of the customer’s journey and solve the dysfunction there.

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More process, but less complexity

The key to this approach is to avoid getting caught up in how things should work vs. how they do work.

The way one team handles content development might work well for them – and not well at all for a different team.

The way one team handles #content development might work well for them – and not well at all for a different team, says @Robert_Rose via @CMIContent. Click To Tweet

For example, in the company I mentioned previously, a marketing person collects ideas for website content in a spreadsheet that lists priorities for which pieces to create and which to translate for global audiences. The spreadsheet lives on a server for anyone to find. The approach works fine for the global marketing team and the translation agency. But someone on another team wouldn’t know where to look for that spreadsheet and wouldn’t understand how or when that prioritization occurs.

Could that process be better? Maybe. Maybe not.

A pragmatic approach to content development isn’t all or nothing. The point isn’t to remove all variation – or even every dysfunction.

The goal should be to remove enough dysfunction to communicate effectively.

Remember, the more information you create to communicate with other teams, the less you create to deliver value to your audience and customer.

It’s your story. Tell it well.

Rose-Colored Glasses is a new weekly column in which Robert Rose shares his view of content marketing challenges. Every Friday, he offers reasoning, rationale, and rhetoric to help you advance the practice of content marketing in your organization.

Subscribe to workday or weekly CMI emails to get Rose-Colored Glasses in your inbox each week.

Cover image by Joseph Kalinowski/Content Marketing Institute

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Is demand for ads on streaming services declining?

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Is demand for ads on streaming services declining?


As consumers sign up for more a la carte streaming apps and other on-demand TV services, they’re slightly less tolerant, on average, when it comes to watching ads, according to a new study by GroupM, the media investment arm of WPP. The research was conducted in December by GroupM’s Audience Origin (formerly LivePanel) and included 1,000 U.S. consumers.

Respondents to the survey were asked, “If it meant a lower monthly bill for your streaming services, how likely would you accept having to watch commercials?” In the previous survey, 76% agreed. This time, 73% agreed.

The GroupM study also concluded that access to ad-free and ad-light subscription services remained high, consistent with the figures they observed through public filings by streaming service operators.

Why we care. If the number of TV watchers who would tolerate ads for a discount on their services hovers around three quarters, that’s still sizable, and the reason why a company like WarnerMedia introduced an ad-supported version of their HBO Max app last spring.

Read more: 2022 Predictions: CTV and cross-channel advertising

WarnerMedia announced that combined HBO and HBO Max subscribers were at 73.8 million subscribers, but declined to provide a breakdown of how many chose the ad-supported tier of HBO Max, which is priced at $10, as opposed to $15 for no ads.

In an online press appearance, WarnerMedia’s President of Advertising Sales JP Colaco declined to provide the specific breakdown, but said that viewers did “sign up in droves” for the ad-supported tier.

As the streaming landscape continued to mature, ad-supported video, or AVOD, will remain a significant segment.

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About The Author

Chris Wood draws on over 15 years of reporting experience as a B2B editor and journalist. At DMN, he served as associate editor, offering original analysis on the evolving marketing tech landscape. He has interviewed leaders in tech and policy, from Canva CEO Melanie Perkins, to former Cisco CEO John Chambers, and Vivek Kundra, appointed by Barack Obama as the country’s first federal CIO. He is especially interested in how new technologies, including voice and blockchain, are disrupting the marketing world as we know it. In 2019, he moderated a panel on “innovation theater” at Fintech Inn, in Vilnius. In addition to his marketing-focused reporting in industry trades like Robotics Trends, Modern Brewery Age and AdNation News, Wood has also written for KIRKUS, and contributes fiction, criticism and poetry to several leading book blogs. He studied English at Fairfield University, and was born in Springfield, Massachusetts. He lives in New York.



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CORE Branding with Jeff J Hunter and Trisha Leconte [VIDEO]

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CORE Branding with Jeff J Hunter and Trisha Leconte [VIDEO]


Jeff J Hunter (owner of VA Staffer) recently partnered up with Trisha Leconte to run BrandedMedia. Trisha’s personal branding agency “HEROBrand” – which is an acronym for “Helping Entrepreneurs Realize Opportunities”- was absorbed by BrandedMedia and they are so excited to announce their partnership.

In this video, Jeff and Trisha talk about the CORE Branding Method focused around building your own personal brand!

https://brandedmedia.io/

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How to Make the Most of AI Writing Tools, According to Bloggers

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How to Make the Most of AI Writing Tools, According to Bloggers


AI writing tools have come a long way since spellcheck.

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