Introductiecollege Contentmarketing
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Voor de opleiding Contentstrategie en inboundmarketing bij UBS heb ik het introductiecollege gegeven, over waarom je met CM aan de slag moet, wat CM is, welke rol flipperkastmarketing speelt en wat het Content Marketing Framework inhoudt.
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Introductiecollege Contentmarketing
- 1. Contentstrategie & Inbound Marketing College 2: Contentmarketing en context Dr. Suzanne de Bakker
- 4. 1. Waarom met content aan de slag? 2. Wat is contentmarketing? 3. Marketing als een flipperkast 4. Merkcontent vs consumentencontent 5. Wat betekent dit voor je CM-strategie? 6. Referaat & Content Marketing Framework Inhoud
- 5. Waarom met content aan de slag? – Weerstand tegen overtuigingstechnieken – Trends
- 6. Weerstand tegen overtuiging – Persuasion Knowledge Model – Source Credibility Theory
- 9. Natuurlijke afweermechanismen Resultaat van expliciete commerciële overtuigingspoging – Eigenbelang zender wordt als centraal ervaren – Zender minder geloofwaardig – Inhoud minder geloofwaardig • Minder aandacht, negeren • Tegenargumenteren • Minder moeite om inhoud te verwerken
- 11. Trends – Veranderingen in gedrag van consumenten – 4 P’s werken niet meer goed/anders – Van push naar pull
- 14. “here’s the point of differentiation from more traditional forms of marketing and advertising: It isn’t push marketing, in which messages are sprayed out at groups of customers. Rather, it’s a pull strategy—it’s the marketing of attraction. It’s being there when consumers need you and seek you out with relevant, educational, helpful, compelling, engaging, and sometimes entertaining information.” - Rebecca Lieb - Altimeter Group
- 17. Dus… “Traditional marketing and advertising is telling the world you’re a rock star. Content Marketing is showing the world that you are one.” - Robert Rose - Chief Content Strategist - Content Marketing Institute
- 20. “A brand is no longer what we tell the consumer it is — it is what consumers tell each other it is.” - Scott Cook - co-founder Intuit
- 22. Gensler, S., Völckner, F., Liu-Thompkins, Y., & Wiertz, C. (2013). Managing brands in the social media Environment. Journal of Interactive Marketing, 27(4), 242-256.
- 23. – Merk-gegenereerde content vs gebruiker- gegenereerde content – Kapen van merk-gegenereerde content -> Strategieën om hiermee om te gaan. Gevolgen
- 31. Kapen van merk-gegenereerde content
- 33. Wat betekent dit nu voor je CM- strategie? – Brand building → Brand protection – Strategic Planning → executional excellence – Differentation → Resonance Fournier, S., & Avery, J. (2011). The uninvited brand. Business Horizons, 54(3), 193–207.
- 35. Referaat • Als Starten met CM: – Een plan van aanpak – Business case • Als al bezig: – Verder uitwerken
- 36. Content Marketing Framework – Consumentenbehoeften – Bedrijfsdoelen – Interne organisatie – Media – Effectieve content
- 41. Twee niveaus in contentdoelen: • 1e niveau: sales • 2e niveau: goede reputatie, thought leader, betrouwbare nieuwsbron, opbouwen van loyaliteit, et cetera
- 46. Bron: Content organizing in de praktijk: Atie de Heer Content Organizing Model
- 47. Effectieve contentstrategie Maken van goede content is moeilijk: • Veel details • Strakke planning van het contentproces • Verschillende groepen mensen met verschillende doelen en eisen
- 50. Contenteigenaar Contentstrategist: Niet verantwoordelijk voor elk stukje content, maar voert regie: • Houdt project/strategie in de gaten • Waakt over kwaliteit, consistentie en effectiviteit van de content • Houdt gezamenlijk doel voor ogen
- 55. Hoe doe je dat nu precies? • De advocaat als thought leader • De marketeer om te enthousiasmeren • De marketeer als ondersteuner/facilitator Advocaten krijgen dus ondersteuning in de vorm van: • Content- en socialmedia-workshops • Schrijfcursussen • Externe journalisten
- 58. Enthousiasmeer met cijfers • Welk type content slaat aan en welk type niet? • Kun je zien in de webstatistieken/Google Analytics • Start met klein project waar je cijfers van kunt tonen
- 68. Effectiviteit Insights • 3500 downloads van 1070 personen • 350 personen ingeschreven voor B2B- nieuwsbrief • 190 wilden direct contact met accountmanager • 42 van plan om binnen 6 maanden te adverteren
- 70. Effectiviteit ikgastarten.nl • Unieke bezoekers: met 70% gestegen tot 50.000 per maand • 9.000 starters ontvangen de nieuwsbrief • 20% van hen klikt door naar de website van de Rabobank • @ikgastarten.nl: 5.483 volgers • 4.837 mensen hebben de FB-pagina geliked
Notes de l'éditeur
- Vragen wie ze zijn, wat ze aan CM doen en wat ze verwachten van cursus, en waarom?
- Imagine that you invented a tongue cleaner and you want to sell this product to people who have a bad breath. How do you do this? How do you make people aware of the fact that there is a tongue cleaner and how do you persuade them to buy it? Well, not by using traditional marketing and advertising forms (anymore). The American inventer Dr. Bob Wagstaff developed a tongue cleaner and called it ‘Orabrush’. Initially, he used traditional advertising to sell his product for eight years, but it did not work. For example, he spent over 40,000 US$ on advertisement which resulted in selling about 100 orders. Also, he approached the large retail stores such as Walmart and Walgreens, but they were not interested in his tongue cleaner. And Oral-B and Colgate were not interested in his patent. What did he do next? Well, Dr. Bob cooperated with marketing students and for only ‘a hundred bucks’ and a motor cycle, they developed a video to broadcast on YouTube: Bad breath test; how to tell when your breath stinks. The quite hilaric video was a huge success, garnering more than 19 million views. After this video, the Orabrush YouTube channel was launched, with about 110 video’s and almost 200,000 people subscribed to this channel. Moreover, the most important result is that Orabrush is sold in the large retail stores in The United States and worldwide. What was the main reason of Orabrush to become so successful? The video explicitly answers the question many people experience in various situations quite often: do I have a bad breath? The video explains that a bad breath is in 90% of the cases caused by bacteria on the tongue and Orabrush is the solution to this problem. The video also shows alternative ways in a humorous way to gain a healthy breath, but they do not work. So, the fact that this is an explicit answer to an urgent question, the people are being really helped; this is the main reason of the success of the video. And this explicit answer and helping people is a form of marketing that is called content marketing.
- Bekijken waar de nadruk op zal liggen? Nav introductieronde.
- Persuasion knowledge model: Mensen hebben (leken)kennis over persuasieve communicatie Deze kennis wordt geactiveerd bij beïnvloedingspogingen
- Deze kennis beïnvloedt de werking van persuasieve communicatie. Mensen verzetten zich tegen de persuasieve tactieken
- Commerciële bronnen en content worden als minder betrouwbaar beschouwd dan niet-commerciële info: Meer sceptische en kritische houding Want doel is overtuigen en meer verkopen Daardoor dit type info minder intensief/goed verwerkt Source credibility theory explains these differences in reactions to commercial versus editorial messages. Several studies show that readers perceive commercial sources and commercial content as less credible than non-commercial information (Cameron and Curtin 1995; Kim, Pasadeos, and Barban 2001; Lord and Putrevu 1993; Reid, Soley, and Vanden Bergh 1981). Compared to editorial material, readers spend less effort processing the information in advertisements (Nebenzahl and Jaffe 1998), as readers perceive commercial messages to be solely published for the benefit of the advertiser. Furthermore, readers know that advertisers aim to persuade and increase sales, whereas they consider editorial content to be objective. This knowledge results in a more skeptical and critical attitude toward advertising than toward editorial messages. On the other hand, messages that are not perceived as commercial, are received less critically and are less likely to be ignored (Friestad and Wright 1994; Obermiller and Spangenberg 1998). Based on source credibility theory one would predict also provides an explanation for the different effects of editorial versus commercial content (Friestad and Wright 1994; Schwarz, Kumpf, and Bussmann 1986). When people realize that a message or a magazine has a persuasive intent, defense mechanism such as ignoring or counterarguing may become active. One’s personality can activate these mechanisms (Obermiller and Spangenberg 1998), but magazine content can trigger these mechanisms as well (Cameron 1994; Kim, et al. 2001; Van Reijmersdal, et al. 2005). People use ignoring and counter-arguing as strategies to cope with persuasive attempts in particular when the source is unreliable or distrusted (Lafferty and Goldsmith 1999; Lord and Putrevu 1993; Lord and Putrevu 1998; Williams, Fitzsimons, and Block 2004). Messages with unreliable sources generate less attention for the message and also contribute to negative attitudes toward the message (Friestad and Wright 1994; Lord and Putrevu 1993; Obermiller and Spangenberg 1998). Thus, persuasion knowledge theory also predicts that commerciality affects readers’ attitudes based on their knowledge of the intentions of the message. When readers realize that a message or magazine is trying to influence them, their attitudes toward the magazine become less favorable.
- The internet and digitalization of the media have changed the consumers’ media behavior and the way in which people communicate with each other. We can speak of a social media landscape in which consumers have their own channels and use these to share brand experiences. In 2009, it was estimated that one of five tweets is about a brand, product or service and every fifth brand related tweet contains a meaning or an evaluation. This means that the information about a brand is not only flowing in one direction from organisations to customers anymore, but also the other way around as well as between consumers and therefore is hard to predict. Consequently, marketers lost partly control over their brand and their marketing efforts and hence they are obliged to participate in a conversation with real humans about their brand. There are also changes in consumers’ search activities. In the digital world, around 90% of buying decisions start with a web search. And let’s be honest, practically no one is searching for advertisements.
- Limitations of the four marketing P’s As consumers are in control, it seems logical that traditional marketing campaigns and advertising do not work as they used to. The four marketing Ps are developed from the idea that the relationship between brand and consumer is determined by product ownership; the consumer buys a product and as a result of that, he or she is in a relationship with the brand of that product. This principle does not work anymore, because as a result of the changes in consumers’ media behavior, consumers do not only have interactions through the product but through every experience with the brand in any way, at any place and at any time. This means that corporations have to make the experiences, that surround their brand and products, being usefull, entertaining, educating and unique. And these experiences cannot simply be put on a corporate website. Consumers expect brands to be there for them at all possible places, whether they are just surfing the web or they already bought the product. These experiences and interactions determine what the brand is, in stead of the traditional marketing messages. From this point of view, it seems logically that brands stop shouting and start a conversation with consumers. This means that in particular the P of Promotion should be rewritten.
- Rewriting the P of promotion means that brands and corporations should not communicate by selling anymore. And this is exactly where content marketing plays a crucial role, because it is communicating without selling and pushing. Thus, in stead of investing money, time and resources in buying media or persuading media with advertising or PR and marketing campaigns, brands are more likely to become successful by becoming media themselves. This means that brands are present at a place and time where customers are searching for the brand. Nowadays, customers expect that from brands. So, It isn’t push marketing, in which messages are sprayed out at groups of customers anymore.
- Rather, it’s a pull strategy – it’s the marketing of attraction. It’s being there when consumers need you and seek you out with relevant, educational, helpful, compelling, engaging, and sometimes entertaining information.” To add to this difference, Robert Rose, Chief Content Strategist at the Content Marketing Institute says: “Traditional marketing and advertising is telling the world you’re a rock star. Content Marketing is showing the world that you are one.”
- So, “Traditional marketing and advertising is telling the world you’re a rock star. Content Marketing is showing the world that you are one.”
- MAAR!
- Collapse of control paradigm: en flipperkast.
- Fig. 1. Conceptual framework. Note: Both consumers and firms tell brand stories (i.e., gray/black puzzle pieces) through different channels. Firm-generated brand stories typically are consistent and coherent over time. Consumer-generated brand stories are more likely to change over time (modified appearance of the gray puzzle pieces in t = n compared to t = 1). Consumer-generated brand stories may not only cover the focal brand (B1) but also competing brands (B2/B3). When consumers talk about different brands in one story, these brands form a network of brands. Market, firm, and consumer–brand relationship characteristics influence consumergenerated brand stories and how strongly brands are affected by such stories. Firms are not restricted to just listening to consumergenerated brand stories by monitoring what is said about the brand over time. Firms can also try to actively influence consumer-generated brand stories and their impact on brand performance, which is represented by the arrow between brands and consumers in Fig. 1. They can stimulate and promote consumer-generated brand stories that benefit the brand, as well as react to negative consumer-generated brand stories that harm the brand. They may further use consumer-generated brand stories to complement their own stories (represented by the gray puzzle piece (in t = 1) that turns into a black puzzle piece (in t = n) in Fig. 1). Thus, firms may benefit from coordinating consumer-generated brand stories with their own stories to ensure a brand's success in the marketplace. Die pijl heft betrekking op de 3 strategieen van Fournier en Avery.
- Recap van vorige week: transactional, relationship en contentmarketing
- Welke voorbeelden zien we nu die hier op ingaan? Onderscheid klein, groot, B2B. Verschil tussen educatieve en entertainende content: denk na over wat er past bij je. Limburgia deuren: een B2B-toeleverancier van deuren in de bouw. Het is geen voor de hand liggende case, maar de aanpak van Limburgia is goed en opvallend. De marketingstrategie is er niet op gericht om planken te verkopen die het gat in de muur afdichten, maar op het creëren van veilige ruimtes met Limburgia-deuren. Ze vertellen hun merkverhaal door medewerkers zelf blogartikelen te laten schrijven, maar ook door korte video’s te maken over de bouwprojecten waar de deuren zijn gebruikt. In de video’s vertellen architecten over de gemaakte keuzes. De video’s zijn niet gericht op de deuren zelf, maar op het bouwproject als geheel. In mijn ogen het ultieme show, don’t tell.’ Pieterbas: PieterBas bestaat al 25 jaar, en is een echte niche-speler: het bedrijf ontwikkelt automatisering voor afvalverwerkingsbedrijven, de laatste jaren natuurlijk een belangrijke groeimarkt. Voor degenen die hun marketingkennis nog paraat hebben: PieterBas heeft gekozen voor een strategie van ‘Product Leadership’, alhoewel langzaam richting ‘Customer Intimacy’ wordt bewogen, mede met behulp van content marketing. Bij het bedrijf werken 21 mensen, en naast Hans is ook zijn broer Pieter Bas (jawel) mede-eigenaar. De conclusie van de heisessie was duidelijk: in 2012 zou PieterBas beginnen met activiteiten die nu ‘content marketing’ worden genoemd, waarbij de focus zou verschuiven van ‘onze producten leidend’ naar ‘de interesses van de doelgroep leidend’. Primaire doelstelling werd PieterBas positioneren als autoriteit door kennis en informatie onvoorwaardelijk en met iedereen te delen. Leadgeneratie werd een secundair, afgeleid doel: als we in het eerste zouden slagen zou het tweede vanzelf volgen, zo redeneerde Hans. Belangrijk in de nieuwe strategie is dat het blog centraal kwam te staan en dat álle andere media erop gericht zijn om mensen naar het blog te trekken. Blog dus vooral gericht op awareness, maar vooral op consideration. Er zijn al specifieke vragen/wensen en daar speelt het blog op in. Kennedy van der Laan: Dutch law firm Kennedy Van Der Laan is one of the first law firms in The Netherlands that believes in content marketing. De content strategist of this law firm is Albert Jan Huisman, marketing director. In a blogpost about the cultural changes within the organization that are inherent to content marketing and strategy (Lavender, 2013), Albert Jan tells about the difficulties he encountered while introducing content marketing to his lawyer colleagues. Although Albert Jan was very passionate about it, the traditionally conservative profession was not immediately enthusiastic. However, at this moment, KvdL is one of the most successful business-to-business content marketing cases in The Netherlands. Three years ago, Albert Jan introduced content marketing to 180 lawyers and other colleagues during lunch time by giving a short presentation about the topic. There were some colleagues that were very interested, but there were also colleagues who were skeptical: “I don’t have time to write books all day” one of the attendees remarked. To illustrate this type of support, Albert Jan tells about a lawyer at his firm who is an expert in the field of cookie legislation. This expert really wanted to profile herself in the marketing world. Together with some peer marketers, Albert Jan developed a personal plan for her. They helped her by setting up a LinkedIn account and they introduced her to a marketing weblog, where she was able to share her knowledge. Her first blogpost received more than 10,000 views. As a follow-up they took a video of her. Additionally, they pushed her forward as a speaker on several marketing conferences. According to Albert Jan, the content marketing is effective, because the annual number of website visitors has more than doubled, and the visitors stay three times as long on the website than they used to. And with regard to the cookie legislation expert, she received many phone calls and commercial contacts (Lavender, 2013). Ikgastarten.nl: Ik ga starten: DOEL CONTENT MARKETING PLAN Ikgastarten.nl is de startplek voor zzp-ers en ondernemers die overwegen om een bedrijf te beginnen. De site biedt de gebruiker nieuws, inzicht, advies en herkenning bij het starten van de onderneming. MT MediaGroep is door Rabobank aangetrokken om het platform Ikgastarten.nl te laden en traffic naar de site Ikgastarten.nl en Rabobank.nl te genereren MT MediaGroep verzorgt dagelijks de content op Ikgastarten.nl. Natuurlijk is dit een reclamefilmpje, maar geeft wel inzicht in waar de contentmarketingstrategie uit bestaat: Dat het gaat om content waar de doelgroep iets van kan leren. Deze content bestaat uit nieuwsberichten, how to’s en dossiers over starten, maar ook blog, whitepapers, videos en agendasetting van locale starterevents. Awareness en consideration. Je kan er voortdurend naar terug.
- Vandaag wordt de eerste aflevering uitgezonden van Wildlife Crime Fighters: een YouTube-serie die alleen verschijnt op het vernieuwde YouTube-kanaal van het WNF. Ons videomarketingteam produceerde Wildlife Crime Fighters en is verantwoordelijk voor de strategie en gehele vernieuwing van het YouTube-kanaal van WNF. Wildlife crime staat wereldwijd in de top vijf van georganiseerde misdaad en vormt een serieuze bedreiging voor diersoorten als de neushoorn, olifant en tijger. Het stoppen van stroperij en illegale handel is een belangrijk doel van het Wereld Natuur Fonds. Het WNF kiest onder meer voor YouTube om de thematiek onder de aandacht te brengen van een breed publiek. Campagnemanager Cynthia van Zwol van het WNF: ‘Online video biedt de mogelijkheid om onze doelgroep via een nieuwe en zeer directe weg te bereiken. Het is dan ook een belangrijk onderdeel van onze totale communicatiestrategie. Goede en heldere formats voor YouTube zijn essentieel, Wildlife Crime Fighters is de eerste serie. We hebben al plannen voor andere series speciaal voor YouTube.’ Complete kanaalstrategie De serie met afleveringen van maximaal vier minuten maakt onderdeel uit van een complete kanaalstrategie. Het YouTube-kanaal is hiervoor flink onder handen genomen. Vanaf vandaag staat elke dinsdag tot en met 30 juni om 19:00 uur een nieuwe aflevering Wildlife Crime Fighters klaar op het YouTube-kanaal van WNF. Aart Lensink, directeur LVB Networks: ‘Series, zoals Wildlife Crime Fighters, vormen het hart van de contentstrategie die WNF op YouTube nastreeft. De toekomst van contentmarketing ligt ook in deze manier van denken.’ Bekijk hier de eerste aflevering van Wildlife Crime Fighters: Markt Wildlife Crime gigantisch In de eerste aflevering van Wildlife Crime Fighters laat WNF-ambassadeur Harm Edens de desastreuze gevolgen zien van tijger- en olifantenstroperij in Thailand. In de volgende afleveringen wordt de jonge bevlogen natuurbeschermer Femke Koopmans gevolgd en Serge Wich, de Nederlandse ‘uitvinder’ van de eco-drones, onbemande vliegtuigjes die worden ingezet tegen stroperij. Verder is Christiaan van der Hoeven, wildlife crime expert, te zien in de serie en vertelt Wildlife Crime Fighter Jaap van der Waarde hoe speciale patrouilles in Kameroen stroperij tegen gaan. Iedere week komt er een nieuwe aflevering te staan op het YouTube-kanaal van WNF.
- B2B marketers across all sectors have spent substantial time wondering: ‘How can we make a viral video?’ Well, Volvo Trucks has proven that apparently with a Hollywood star, a world-class stunt and a fantastic soundtrack you can accumulate over 59,000,000 YouTube views (and counting) in a matter of weeks, with the likes of Channing Tatum uploading their own parody sketches. The Epic Split film depicts action star Jean-Claude Van Damme performing his world-famous splits between two Volvo FM trucks as they are driven in reverse. A showcase While it is extremely exciting, the video still showcases the brand’s products. The video is the last instalment of this stage of the campaign and is designed to promote the launch of five new commercial trucks worldwide. The business wanted to create entertaining and informative content that would grab the attention of, not only truck drivers and fleet owners, but key industry influencers. This would then maximise interest in the new products and increase demand in local markets. In order to do this the company worked with its Swedish agency and its film production partners, Nilsson, because of their specific expertise in creating viral videos. The Epic Split To add anticipation and increase awareness the brand released a teaser clip in the run up to the film’s release on 13 November. The behind-the-scenes clip shows Volvo Truck’s technician, Jan-Inge Svensson, explaining the logistics of the stunt to a slightly hesitant Jean-Claude Van Damme using two miniature toy trucks. This short clip foreshadows the bold nature of the film. Shot in one 15-minute take at sunrise on a closed airstrip in Spain, the video showcases Volvo Dynamic Steering. The product enables two truck drivers to maintain the exact same distance and speed while travelling in reverse. This then allows Van Damme to perform one of his famous splits balancing on the trucks’ side mirrors. Director Andreas Nilsson, who has previously worked with the likes of Placebo and MGMT, makes the entire scene seem almost magical. The hazardous stunt is offset by the golden trucks, stunning sunrise and tranquil backing track, Only Time by Enya. Similar to many big film productions, Volvo Trucks were faced with an array of logistical challenges that needed solving. Due to the dangerous nature of the stunt, the team needed to take necessary precautions. Prior to filming, the production team rehearsed the stunt for three days. Plus, the actor was hooked to safety lines not visible in the film, with each foot on a small platform built into the side mirrors.
- Bijna 15 miljoen keer gezien. We began our week-long-tour of Nebraska by flying United Airlines from Halifax to Omaha, by way of Chicago…. upon landing and waiting to deplane in order to make our connection a woman sitting behind me, not aware that we were musicians cried out: “My god they’re throwing guitars out there.” Read the full story… Launched in July 2009, the first United Breaks Guitars Song became one of YouTube’s greatest hits and caused an instant media frenzy across all major global networks and sources (including the likes of CNN, the LA Times, Chicago Tribune, Rolling Stone Magazine & the BBC to name a few). Watch the video The story of Dave Carroll, whose guitar was destroyed by United Airlines' baggage handlers, would probably have been met with little response in a world without social media. However, his video “United breaks guitars,” which he posted on YouTube, has gone viral and reached consumers around the globe. Such consumer-generated brand stories can no longer be ignored because they now shape what a large mass of other consumers thinks about a brand. These stories can determine a brand's general associations, its image (Holt 2003), and eventually what consumers do with the brand. Public press, for example, speculates that the “United breaks guitars” episode had a negative financial impact on United Airlines through increased negative word-of-mouth (McCarthy 2009). Since not all brands are equally strongly influenced by social media, a thorough understanding of the impact of consumer-generated brand stories on brand performance and the boundary conditions of this impact is thus central for brand managers. Moreover, knowledge about how to stimulate consumer-generated brand stories that benefit the brand, as well as how to react to brand stories that may harm the brand, is critical.
- Al is het niet altijd slecht voor het merk: Budweisers wassup werd 8 jaar later gekaapt door het team van Obama, om de misstanden van toen aan te tonen en om mensen ertoe te brengen om te gaan stemmen.
- The path of least resistence: controle van het merk geheel overlaten aan consument. Playing their game: culturele resonantie krijgen door te zijn waar de actie is, en door naadloos aan te sluiten bij wat er gebeurt. Leveraging web 2.0 interconnectedness: je laat consumenten voor je merk werken door in te dringen in hun ontwikkelende gewoonten. - Veel meer risicomanagement - Het is allemaal minder te plannen. Het vraagt flexibility en improvisatie & je moet dus gewoon goed personeel aantrekken en een duidelijke filosofie hebben in plaats van het strategisch plannen van marketing. - Differentiatie naar publieksgroepen is niet meer wat werkt, maar iest creeeren waar zo veel hype omheen zit dat het resoneert. Dat is per definitie iets trendgevoeligs. Nieuwe merken kunnen daarmee established merken aftroeven.
- Gedurende uw opleiding werkt u aan een zogenoemd referaat. Een plan van aanpak waarmee u na afronding van de studie aan de slag kunt in de praktijk. Een document dat u houvast, richting en structuur geeft en wat een hoge kans van slagen heeft. Dit kan een implementatie zijn die doorgevoerd moet worden, een projectplan en/of een verandertraject. Het doel is in iedergeval dat u de juiste mensen uit uw organisatie kunt overtuigen van het nut van contentmarketing als u nog moet/wil gaan starten met contentmarketing, of om uw plannen die u misschien al heeft en aan het uitvoeren bent, verder uit te werken. Het document stelt u tevens in staat om een bijdrage te leveren aan de organisatiedoelstellingen in termen van ofwel een omzetverhoging ofwel een kostenreductie. Het strategisch-financieel /ROI-denken vormt het uitgangspunt van uw referaat. Kan dus 2 doelen hebben, afhankelijk van hoe ver je er al mee bent in de organisatie. Dit kun je doen ahv CM Framework icm colleges en literatuur. Er is niet 1 oplossing. CMF ga ik zo meteen kort toelichten en ikpresenteer nog een aantalsuccescases die je kunt verwerken in je plan om de mensen met het geld in je organisatie te overtuigen.
- By now, we know what content is and what types of content are most used by organizations and brands. Now, it is important to go to the next step: how do you create content? And in particular, how do you creative effective content that will be read, seen or heard by your customers? I developed The Content Marketing Framework. Dit framework is de basis van het referaat.
- As you can see, the framework consists of four factors that increase the likelihood of producing effective content: Customers’ needs Business objectives Internal organization Media The customers’ needs and the business objectives belong to the analysis phase and the internal organisation and the media are part of the real content creation and distribution process. Although, it is necessary to start the content process with the analysis phase, the framework does not imply that it is a linear pathway. Also during creating and distributing content it is necessary to keep your audience in mind. And it is also desirable that you do not loose the business objectives out of sight. By performing the four factors in a proper way, it is more likely that the content is effective. And to determine whether the content is effective, you have to measure the effectiveness. In the next slides, I describe the four factors of the Content Marketing Framework.
- Sometimes it is easy and clear to determine what type of content you want to develop, produce and share, but most of the time, it is not. How do you know what kind of content you want to create? Well, content is aimed at external parties, such as customers, prospects, bloggers, the media, potentially employees. So, the first rule of knowing what kind of content you’ll create is knowing who you’re creating it for. This is important because your readers or users always have very specific goals, expectations and needs. And if your content does not quickly meet these goals, expectations and needs of your audience, they will leave. Thus, who is your audience? What goals and expectations do they have? What is important to them? Those questions will be answered by creating so-called ‘personas’ or ‘buyer personas’.
- In the previous slides, it became clear that good content fits into the lifes of your audience, and that it should quickly meets the goals, expectations and needs of that group. This would lead to the conclusion that your audience, the persona or personas you have developed, completely determine the content that you create as a brand. However, this is absolutely not the case: Content should also support a key business objective. Thus, good content serves two masters: the needs of the business and the needs of the customer. These objectives are important because it gives necessity to the content you want to create, it has to serve a goal, and insight in these objectives lead to a distinction in the content; it prevents that you develop content that already exists. Rob heeft hier vanmiddag al over gepraat. Sla ik nu even over.
- In the previous chapters, it became clear that good content fits into the lifes of your audience, and that it quickly meets the goals, expectations, and needs of that group. This would lead to the conclusion that your audience (the persona or personas you are aiming at) completely determines the content you create as a brand. However, this is absolutely not the case. Halvorson and Rach (2012) underline the idea that content also supports a key business objective. Good content serves two masters: the needs of the business and the needs of the customer (Lieb, 2012). The recognition of the business objectives as one master of good content marketing underpins the second pillar of the five pillars of content marketing as described in chapter 1. Pulizzi states that content marketing is marketing-backed. This means that the content has underlying marketing and sales objectives that a corporation, association, or institution is trying to accomplish. This chapter is about the business objectives. Two questions are important in this chapter: • Which goals do you want to achieve with content marketing? • How can your content be distinctive from that of your competitors?
- There are many goals that can be achieved by content marketing. If you open up a book or weblog about content marketing, you will find various goals. Lensink (2013) for example mentions that, traditionally, the goals of content marketing are: Strengthen the reputation Strengthen the authority Informing the audience Building loyalty Gaining respons These goals came from a time were print media were predominant. Nowadays, the focus is more on digital and online media and, therefore, other goals are added. Conversion is perhaps the most important one. Conversion refers to the direct actions that are a result of your content, such as sales or newsletter subscriptions (Lensink, 2013). To illustrate some goals in the online world, Bull (2013) presents six widely set business goals: Launching or reintroducing a brand, and building brand awareness Becoming a trusted news source Improving customer service and engagement with the community Becoming a thought leader within an industry Driving sales and leads Building customer loyalty If we look at both lists of goals with more scrutiny, you see that there are some common goals and that they represent two levels. The first level refers to the sales goal: all content marketing activities ultimately aim at generating money, thus selling products or services, or fundraising if you are a charity. And to achieve this first goal, most organizations or brands have to achieve a second goal: generating money is easier when you have a good reputation, are a thought leader, are a trusted news source, and when customers are loyal, and have faith in you.
- By now, you know your audience by studying the personas and the journey, and the type of content that fits into the life of your target group. You also know the goal(s) you want to achieve with your content. So, theoretically, you now know what content you have to create and distribute that supports your audience and your business objectives. However, those insights are not enough anymore. More businesses than ever before are creating content. So, content marketing is much more than having content and getting it out there. Your content must be distinctive from the content of other brands and organizations in your market. This means that defining and differentiating your brand is incredibly important to content marketing. It is all about creating content that reflects your brand, that tells the story of your business, and that addresses the needs of your potential customers. To help define and differentiate your brand in a way that your content marketing reflects your brand and is distinctive from the content of your competitors, you need to answer the following questions: • Who are we? • What are the three main strengths/weaknesses of our brand? • What makes us different? • How do we express that difference in words, images, and actions? • What is our sustainable competitive advantage? If your content does not differ significantly from the content of your competitors, your audience won’t notice your content. This means that you have to make something new, something that others in your field do not do or create.
- Carry Parker, VP of Content Innovation at American Express Open Forum, told at the Summit: “Over 50% of small businesses fail within four years. So the content we create is really designed to change that number and help small business owners”. Her team of writers and contributors post articles, videos, and infographics focused on the core topics small business owners are interested in on the Open Forum. This content strategy of Open Forum is labelled as an audience-centric approach to content marketing. This means that the content creators of Open Forum really understand the issues of their audience and they really try to help their audience to solve these issues (Pemberton, 2014).
- Het customer magazine van John Deere, 'The Furrow', bestaat 118 jaar. En het is inmiddels een soort legende geworden in twee separate vakgebieden: agricultuur en brand publishing. Voor landbouwers schijnt The Furrow de agrarische Rolling Stone te zijn. En voor merkuitgevers is het een customer medium dat zijn oorsprong heeft ver voordat de term contentmarketing het levenslicht zag. "Het vertellen van verhalen waar mensen echt van houden, en die ze in hun eigen werk kunnen gebruiken, dat is eigenlijk het recept al vanaf het begin". Of bijna vanaf het begin. "Als je naar onze archieven kijkt, dan zie je de veranderingen: van een advertorial naar een algemeen agrarische krant met tips en artikelen die veel lijken op de 'Farmer's Almanac', tot het huidige magazine dat boeren vertelt hoe ze hun zaken moeten runnen", zegt Neil. De eerste editie van The Furrow dateert uit 1895 en de populariteit nam snel exponentieel toe. De oplage groeide snel tot 4 miljoen lezers op het hoogtepunt in 1912. Op dit moment bereikt het magazine ongeveer 570.000 consumenten in de Verenigde Staten en Canada en ongeveer 2 miljoen mensen wereldwijd. Deze laatste groep wordt bereikt via het netwerk van John Deere's dealers die het magazine distribueren. Volgens Tom Sizemore, de art director, lijken de meeste consumenten nog steeds de voorkeur te hebben voor de printuitgave, ondanks dat de digitale ontwikkelingen veel landbouwroutines hebben veranderd. "We horen steeds verhalen dat papier aan het sterven is, maar uit onze lezersonderzoeken blijkt dat 80% nog steeds papier prefereert boven online - ongecaht hun demograpfische kenmerken". Sizemore, die al 37 jaar voor het magazine werkt, roemt de focus van het magazine op de landbouwers zelf, in plaats van op de machines van John Deere. "Zelfs het meest technische onderwerp moet een menselijk verhaal hebben", voegt Jones toe. "We zijn altijd in staat geweest om het management ervan te overtuigen dat de inhoud van het magazine niet over John Deere's machines moet gaan. En daar hebben we ons altijd aan vast gehouden". Dat, en de foto's!
- All previous topics have come together in a plan now: creating a content strategy, creating buyer persona’s, and the customer journey, investigating the business needs, and implementing paid, owned, and earned media. But now what? How do all those plans translate into action? What’s the process? These questions are related to the internal organization of content marketing. And it is this internal organization that is incredibly important, because if the content marketing fails, the failure can often be assigned to the people engaged in the content process. Not that they deliberately try to harm the content creation and distribution, but the common cause is often a lack of responsibility of the content and its process and a lack of alignment of all important internal stakeholders. Therefore, it is not surprising that many organizations struggle with questions such as: How do we manage our content? Who is responsible? How is it organized? This chapter is about the internal organization of the content marketing.
- How the content strategy is internally organized depends on the maturity phase of the organization with respect to their content strategy. To determine the extent of the maturity, Atie de Heer (2012) presents ‘the Content Organizing Model’, in which four phases are distinguished: island phase, silo phase, concentration phase, and integration phase. The island phase is the first and least mature phase, and it is characterized by the fact that each department or each team with regard to content organizing stands and works on its own. This means that each department or team operates as an island. In this type of organization, content is created and managed everywhere, and all channels operate independently. In this phase, there is absolutely no question of a content strategy. And the content will only be developed as the organization itself notices a problem. The next step in the development of content organizing is the silo phase, which is characterized by the fact that all used channels or media stand alone. In this phase, the focus is on media; the media are the starting point. This means that for each medium, a strategy and content will be developed and managed. So, in this stage there is a content strategy, but it is not an overall or overarching strategy; each medium has its own strategy. Therefore, we cannot speak of a specific content management organization. The concentration phase goes one step further. In this third phase, there is indeed a content strategy. But this strategy is anything but balanced and complete, because the emphasis is only on sales, and content to create customer loyalty and perception is negelected. This means that content is mainly intended for sale, trade, and service. The integration phase is the most mature stage, and it is characterized by an integrated content strategy. In this type of organization, the focus is on crossmedia thinking. This means that there is a central control for all present media. So, there is no media focus in this stage, but a content focus. All media function in a logical coherence, and strengthen and support one another. In this phase, the customer contact strategy determines the content strategy. Consequently, the right content is delivered at the right time through the right medium to the target group that currently has a question or a need. The central content strategy implies that a specific content management organization is structured and that this organization, mostly a team or department, develops and manages all content for the entire organization. The task of the content management organization is clearly defined and known to all. According to De Heer, only the integration phase can lead to a successful content strategy. Because only in this phase, people work in a balanced way and towards the same goal. And customers experience the customer service as a logical entity, they are served fast and good, and they consider the organization as clear and reliable.
- Effectieve contentstrategie: veel details en strakke planning Toch kunnen ook organisaties die in de integratiefase zitten een ineffectieve contentstrategie hebben. Zo beschrijven Kristina Halvorson en Melissa Rach in hun boek ‘Content strategy for the web’ (waar ik een tijd terug een review over heb geschreven) dat het maken van content moeilijk is: er zijn veel details waar je rekening mee moet houden en het behelst een strakke planning. Details: waar we het net over hebben gehad: context waarin de klant zich bevindt in zijn customer journey. Zo bestaat het contentproces uit een aantal stappen die je moet nemen, zoals de verkennende fase waar onderzoek naar de verschillende content- en menselijke componenten centraal staat, de strategische fase waar alles samenkomt om goede en relevante content te ontwikkelen en te maken, en de implementatiefase waar alles draait om het overtuigen van collega’s en klanten om deel te nemen aan het contentproject. En naast dit stappenplan worden de content en het contentproces volgens Halvorson en Rach beïnvloed door verschillende groepen mensen met verschillende doelen en eisen. En juist die verschillende doelen en eisen kunnen roet in het eten gooien van een succesvolle strategie. De verschillende groepen mensen zijn: De persoon/personen die verantwoordelijk (of eigenaar) is/zijn van de content De interne stakeholders die van belang zijn voor en invloed hebben op het contentproces
- However, also organizations that are in the integration stage can have an ineffective content strategy. Of course, this can be caused by a poor execution of the analysis phase (see The Content Marketing Framework), but also by the different groups of people with their own goals and requirements who have an influence on the content and the process of content creation. And as we mentioned already in the beginning of this chapter, it are those people with their goals and requirements who can ruin a successful strategy. Halvorson and Rach (2012) are dare to bet that there are lots of people responsible for different aspects of the content and the process. As they note: “From requests to creation to publication, there can be all kind of cooks in the kitchen. But, is anyone clear on who’s really doing what? If not, you’re going to duplicate tasks, unclear authority, and a general lack of quality control”. Therefore, Halvorson and Rach state that it is critical for each person in the process to know what their role is and how it fits into the larger process. What types of groups are to be determined in the content process? The various groups of people are: The person or persons who is/are responsible for the content; the content owner The internal stakeholders that are important to, and affect the content process
- The content strategist During the complete content process (analysis, creation, and distribution), there must be a person or a group that owns the content. This person or team is called ‘content strategist’ (Halvorson and Rach, 2012). This person or team keeps an eye on the content strategy and the project, and takes care that in the end, the content is always beneficial for the organization and its users. The content strategist constantly monitors the quality, consistency, and effectiveness of the content. This is necessary, because content is often a political issue as suggested by Halvorson and Rach (2012). Everybody has something to say about it, and often, that is contradictory to each other. Eventhough everybody who is involved in the content process has his or her own agenda, the strategist keeps the shared goal. However, the owner of the content is not responsible for every piece of content, but directs the content.
- Effectieve contentstrategie: veel details en strakke planning Toch kunnen ook organisaties die in de integratiefase zitten een ineffectieve contentstrategie hebben. Zo beschrijven Kristina Halvorson en Melissa Rach in hun boek ‘Content strategy for the web’ (waar ik een tijd terug een review over heb geschreven) dat het maken van content moeilijk is: er zijn veel details waar je rekening mee moet houden en het behelst een strakke planning. Details: waar we het net over hebben gehad: context waarin de klant zich bevindt in zijn customer journey. Zo bestaat het contentproces uit een aantal stappen die je moet nemen, zoals de verkennende fase waar onderzoek naar de verschillende content- en menselijke componenten centraal staat, de strategische fase waar alles samenkomt om goede en relevante content te ontwikkelen en te maken, en de implementatiefase waar alles draait om het overtuigen van collega’s en klanten om deel te nemen aan het contentproject. En naast dit stappenplan worden de content en het contentproces volgens Halvorson en Rach beïnvloed door verschillende groepen mensen met verschillende doelen en eisen. En juist die verschillende doelen en eisen kunnen roet in het eten gooien van een succesvolle strategie. De verschillende groepen mensen zijn: De persoon/personen die verantwoordelijk (of eigenaar) is/zijn van de content De interne stakeholders die van belang zijn voor en invloed hebben op het contentproces
- The internal stakeholders Halvorson and Rach (2012) argue that the internal stakeholders are the people who are important in the content project. The internal stakeholders are almost often the employees within the organization and they can make or break the content project, and therefore they are very important for the content strategist. Hence, the task of the content strategist is to create a common understanding among the internal stakeholders about the goals that have to be achieved with content marketing. A common understanding does not necessarily mean that there is consensus between the internal stakeholders. Consensus is, according to Halvorson and Rach, less important in content marketing and it is usually also not feasible. They call this common understanding ‘alignment’.
- Alignment is important for two reasons (Halvorson and Rach, 2012): Employees affect the content: employees are part of the content process; they often provide the content and/or bring ideas forward. Recognizing and understanding their ideas, issues, and opinions is more likely to result in a more informed and effective content strategy. Content strategy affects employees: people often have to adjust their daily habits, opinions, and so forth to execute the content strategy successfully, because often they have to do it besides their daily jobs. Therefore, the content strategist needs their trust and he or she has to help them to understand the big content picture. In order to achieve that alignment, several steps are important. First, the content strategist must identify the stakeholders: who are they and what role do they have in the content project? This means that the strategist ends up with ranking the various stakeholders, from the people that they really should involve and people they occasionally need in the project. Second, stakeholders must become interested in the content project. Only then, in addition to their busy daily work, they are likely to do content activities for the strategist. The content strategist has to tell the stakeholders a convincing story about the urgency of content marketing, the support he or she needs from them, and with whom the strategist is going to do that. But above all, it must be very clear what the strategist expects from them. In fact, Halvorson and Rach are convinced that resistance among the stakeholders is often due to the lack of clarity about the content process and project.
- 6.5 The content creators It is undisputable that the internal stakeholders are often the real experts. Therefore, they can provide the real content. However, these people will often consider content marketing as just more work for them. This means that they have to be convinced to participate in the project. Halvorson and Rach (2012) provide some tips to persuade employees to participate in a strategy project. For example, they say that it is necessary that employees understand about the value of the content strategy. If that is the case, they are more willing to invest time in it. The content strategist can do this by telling everyone what content marketing is, and why the company should invest in it. It is also possible that internal stakeholders already create content themselves. This is a good case, but Halvorson and Rach (2012) state that these activities are not always structured or have an underlying plan and purpose, and that should of course be the case. As noted earlier, the content strategist has to take the responsibility to support the employees (Halvorson and Rach, 2012). This means that the content strategist must know very well what these stakeholders are doing already and what they want. For instance, who is the audience the internal stakeholders is talking to? Who is the primary target market for them? What do they tell their audience? Which channels do they use? And how is the content created and managed? Who is involved? These questions are best answered by interviewing or questioning the internal stakeholders.
- Dutch law firm Kennedy Van Der Laan is one of the first law firms in The Netherlands that believes in content marketing. De content strategist of this law firm is Albert Jan Huisman, marketing director. In a blogpost about the cultural changes within the organization that are inherent to content marketing and strategy (Lavender, 2013), Albert Jan tells about the difficulties he encountered while introducing content marketing to his lawyer colleagues. Although Albert Jan was very passionate about it, the traditionally conservative profession was not immediately enthusiastic. However, at this moment, KvdL is one of the most successful business-to-business content marketing cases in The Netherlands. Three years ago, Albert Jan introduced content marketing to 180 lawyers and other colleagues during lunch time by giving a short presentation about the topic. There were some colleagues that were very interested, but there were also colleagues who were skeptical: “I don’t have time to write books all day” one of the attendees remarked. Lack of time became one of the most important obstacles that Albert Jan had to overcome. Nevertheless, he did not give up. He does not consider content marketing as nice-to-have, but as a must-have. To be successful in this profession, Albert Jan is convinced that a lawyer should do more than just be a good lawyer; a lawyer also has to share knowledge, to be a journalist. And to achieve this, a lawyer must make time for creating content in his or her busy schedule. This means that the lawyers, who are the content experts, must be supported as much as possible by the content strategist and marketers in the organization: "You can not expect from busy professionals that they are going to figure out themselves how it works. It is the job of the marketer to enthuse and to facilitate them”. The support implies that lawyers can attend content and social media workshops, and writing courses. They also can get help from external journalists by writing their articles or blogposts. The lawyers share their knowledge by writing blogposts or creating videos they publish at the website of KvdL.
- Als marketeers moeten we het onze inhoudelijke experts dan ook zo makkelijk mogelijk maken om content te creëren en te delen, zegt Huisman. “Je kunt niet van drukbezette professionals verwachten dat ze zelf gaan uitvogelen hoe het allemaal werkt. Het is de taak van de marketeer om hen te enthousiasmeren én te faciliteren.” Advocaten krijgen ondersteuning in de vorm van content- en social-media-workshops, schrijfcursussen en externe journalisten. De website van Kennedy Van der Laan heeft een complete metamorfose ondergaan. Tegendraads, met een menselijk gezicht, en vooral: bulkend van content. Advocaten delen er hun kennis in blogs en video’s. Met effect. Het jaarlijkse aantal websitebezoekers is meer dan verdubbeld en bezoekers blijven drie keer zo lang op de website. Kwaliteit zit hem volgens Huisman in de inhoud van de content, maar ook in de vorm. “Wij willen bekend staan als een bureau dat topkwaliteit levert met een persoonlijke touch;down-to-earth en informeel. Een wollig artikel van 20 pagina’s met 80 voetnoten past daar niet bij. Zo’n artikel is echt een major no-go. Dat geef ik onze advocaten ook terug. Mijn marketingcollega’s en ik helpen hen vervolgens om de essentie van hun verhaal samen te vatten. Ook dat is een cultuurverandering.” To illustrate this type of support, Albert Jan tells about a lawyer at his firm who is an expert in the field of cookie legislation. This expert really wanted to profile herself in the marketing world. Together with some peer marketers, Albert Jan developed a personal plan for her. They helped her by setting up a LinkedIn account and they introduced her to a marketing weblog, where she was able to share her knowledge. Her first blogpost received more than 10,000 views. As a follow-up they took a video of her. Additionally, they pushed her forward as a speaker on several marketing conferences.
- advocaat bij Kennedy Van der Laan en expert op het gebied van cookie-wetgeving. “Nicole gaf aan dat ze zich beter wilde profileren in de marketingwereld. We hebben daarom een persoonlijk plan voor haar gemaakt. We hebben haar geholpen bij het inrichten van haar LinkedIn-account en hebben haar in contact gebracht met Marketingfacts, waar zij haar kennis kon delen. Nicole’s eerste blog over de cookiewetgeving werd duizenden keer bekeken. Ik vind dat ongelooflijk. Voor een vervolgblog namen we een korte video van haar op. Daarnaast hebben we Nicole als spreker naar voren geschoven bij verschillende marketingcongressen. Met als resultaat dat Nicole telefoontjes kreeg en commerciële contacten legde die ze anders misschien nooit had gehad.” Het is een aanpak die Huisman sindsdien breder heeft uitgerold. Advocaten krijgen ondersteuning in de vorm van content- en social-media-workshops, schrijfcursussen en externe journalisten. En dan komen we weer bij het eerste punt van de vorige sheet; je hebt een kartrekker nodig! En ja, dat vraagt tijd, in een vaak toch al overvolle agenda. Als marketeers moeten we het onze inhoudelijke experts dan ook zo makkelijk mogelijk maken om content te creëren en te delen, zegt Huisman. “Je kunt niet van drukbezette professionals verwachten dat ze zelf gaan uitvogelen hoe het allemaal werkt. Het is de taak van de marketeer om hen te enthousiasmeren én te faciliteren.”
- Komt die stellige houding Huisman niet op onbegrip te staan? Soms wel, geeft hij toe. Op zulke momenten is het volgens hem de kunst om webstatistieken als bewijsvoering te gebruiken. “Vaak krijg ik als begrijpelijke tegenvraag: waarom zouden we het op jouw manier aanpakken en niet zoals we het gewend zijn te doen? Aan de hand van webstatistieken laat ik dan zien welk type content aanslaat en welk type content niet. Dat overtuigt. Onze advocaten vinden het waanzinnig interessant wat voor gedrag je online allemaal kunt meten en staan daar ook open voor. Niemand wil zijn tijd verdoen aan content die nauwelijks gelezen wordt.”
- All previous topics have come together in a plan now: creating a content strategy, creating buyer persona’s, and the customer journey, investigating the business needs, and implementing paid, owned, and earned media. But now what? How do all those plans translate into action? What’s the process? These questions are related to the internal organization of content marketing. And it is this internal organization that is incredibly important, because if the content marketing fails, the failure can often be assigned to the people engaged in the content process. Not that they deliberately try to harm the content creation and distribution, but the common cause is often a lack of responsibility of the content and its process and a lack of alignment of all important internal stakeholders. Therefore, it is not surprising that many organizations struggle with questions such as: How do we manage our content? Who is responsible? How is it organized? This chapter is about the internal organization of the content marketing.
- Crossmedia: I think that I say nothing new about the distinction between paid, owned and earned media. Paid media: to distribute content via paid media, you have to pay for it. Examples are ads, banners, advertorials and sponsored links. These paid media have long been dominant within the marketing, both offline and online, and is still important to reach many people. Owned media: that are issued by the organization itself. Examples include websites, microsites, branded blogs, videos, and the presence of brands on social media and social networking sites such as Facebook, Twitter and YouTube. Earned media is similar to user-generated content, so the attention to your brand produced by third parties such as bloggers, consumers and journalists. People themselves are the channel to spread. This is the field of viral marketing, PR and word-of-mouth advertising. Most of the time, it seems logically to integrate these three types of media, so that you take a combination of paid, owned and earned. But what to choose?
- An example of a customer journey and where various types of content and media can play a role.
- In the previous slides, it became clear that good content fits into the lifes of your audience, and that it should quickly meets the goals, expectations and needs of that group. This would lead to the conclusion that your audience, the persona or personas you have developed, completely determine the content that you create as a brand. However, this is absolutely not the case: Content should also support a key business objective. Thus, good content serves two masters: the needs of the business and the needs of the customer. These objectives are important because it gives necessity to the content you want to create, it has to serve a goal, and insight in these objectives lead to a distinction in the content; it prevents that you develop content that already exists. Ook om een businesscase te starten, dus bagage om de BP te adviseren.
- Consuming content The fact that people read, view, or listen to the content that you create is a good indicator of whether your content is appealing, relevant, and useful. If the blog posts you write, the website you created, or the how-to videos you offer are ignored or not appreciated, you may consider stopping. Of course, ignoring the content does not only depend on the content itself. Factors such as visibility and design are important too, but this is not the focus of this course manual. Examples of metrics that are associated with consuming content are: the number of unique visitors and the number of page views on your website, new visitors that you attract, the time visitors spent on your page or watched your videos, and the bounce rate of your website.
- Sharing content These metrics give insight into the virality of content: to what extent perceive people the content as entertaining, useful, fun, engaging, exciting? A certain degree of virality shows the engagement of the visitors to your content: it represents the social love. Examples of metrics that are associated with sharing content are social share and reach, such as the analytics of the various social networks, number of comments, and mentions, and the so-called referral site visits. This last metric means that other websites link to your content.
- The conversion of content Does consuming and sharing content really has any results ? Good indicators for conversion are for example, the number of people who download the whitepaper or ebook, or whether they sign up for the newsletter or updates of the weblog. Other metrics that say something about conversion are the appropriate leads for sales, and retention rates: the extent to which people consume your content or visit your website again.
- Case: klanteducatie NRC Insights NRC Media presenteert: de nieuwste feiten, relevante trends en verrassende inzichten over uw doelgroep. Samengesteld uit onderzoeken zoals NOM, DMS, NOA en relevante brancherapporten, aangevuld met eigen onderzoek (in samenwerking met onderzoeksbureau Motivaction). Download de Insight voor uw branche en weet vandaag nog hoe u uw doelgroep kunt bereiken. Sinds 2012 voorziet NRC Media marketeers en decision makers bij adverteerders en mediabureaus van diepgaande informatie over consumenten in veertien branches. Waar de Insights in de afgelopen jaren vooral de stand van zaken van het moment reflecteerden, geven ze met ingang van dit jaar ook een blik op de toekomst. Alle Insights worden vanaf 3 maart volledig herzien en geactualiseerd en zijn dan te downloaden via nrcmedia.nl/insights/. Net als in voorgaande jaren werkte NRC Media daarvoor samen met onder meer onderzoeksbureau Motivaction. Hun Mentality-onderzoek, gecombineerd met data van onder meer de NOM, de Decision Makers Survey, het CBS en een grote diversiteit aan brancherapporten, zorgen voor waardevolle inzichten over het gedrag en de motivatie van de Nederlandse consument bij bijvoorbeeld het nemen van een aankoopbeslissing. Edwin de Groot, marketing- en communicatie-manager van NRC Media: “De Insights beperken zich niet tot de lezers van NRC, ze gaan over alle consumenten in Nederland. Onder meer die brede scope maakt deze rapporten zo interessant.” Toekomstvisie Nieuw in de Insights dit jaar is de blik op de toekomst. Edwin de Groot: “We hebben dit jaar data uit trendrapporten en inzichten van toonaangevende experts per branche aan de Insights toegevoegd. Elke Insight bevat daarmee nu ook een toekomstvisie voor de betreffende branche. Waardevolle informatie waarmee adverteerders hun voordeel kunnen doen.” Kennispartner voor de beslisser van vandaag en morgen Met de Insights positioneert NRC Media zich als kennispartner voor marketeers en decision makers: de beslissers van vandaag én morgen. En dan met name voor adverteerders en mediabureaus met klanten die actief zijn in een of meer van de volgende veertien branches: Automotive, Financiële dienstverlening, Zakelijke dienstverlening, Consumentenelektronica, ICT & Telecom, Kunst & Cultuur, FMCG, Retail, Toerisme, Horeca, Overheden & Non-profit, Charitatief, Film & Boeken, Luxury & Lifestyle en Energie. Van kennis naar campagnes Hoe vervolgens die kennis te vertalen in effectieve en relevante campagnes, dat is de expertise van de accountmanagers, ondersteund door business developers die expertise hebben opgebouwd binnen bepaalde branches en sectoren. Edwin de Groot: “Onze accountmanagers realiseren samen met onze business developers creatieve, innovatieve en onderscheidende concepten op maat waarmee adverteerders interactie creëren met hun doelgroepen. NRC Media is dus niet alleen expert en vraagbaak, maar ook communicatiepartner voor adverteerders en mediabureaus. We schuwen hierin ook niet de samenwerking met andere exploitanten.” Insight Live-events Nieuw in 2014 is dat kennisdeling ook live plaats gaat vinden. In april vindt het eerste Insight Live-event plaats. Edwin de Groot: “Hoewel de campagnes van 2012 en 2013 zeker succesvol waren, blijven we zoeken naar manieren om onze klanten nog beter te informeren en meer te betrekken. De Insights zijn afgelopen jaar duizenden keren gedownload, de Insight-filmpjes op YouTube goed bekeken, maar we hebben geconstateerd dat er behoefte is aan dynamiek en interactie. Met de Insight Live-events halen we de mensen naar ons toe. Omdat we het relatief klein houden – per branche nodigen we 50 mensen uit – kunnen we veel meer de diepte in en de dialoog aangaan met mensen die actief zijn in de betreffende branches. Samen met specialisten uit de branches gaan we zorgen voor interactie en verdieping. In april staat de eerste Insight Live op het programma, gericht op decision makers in Automotive, Luxury & Lifestyle en Kunst & Cultuur.”
- Mediacampagne De Insights-mediacampagne gaat op 3 maart van start. De uitingen zijn gefaseerd te horen en te zien via een gevarieerd scala aan kanalen. Gedurende de eerste drie weken draaien er commercials op de radio, daarna gaan de print, online en mobiele campagnes van start. Dat gebeurt in de eigen media van NRC, in media van derden en via social, met name LinkedIn. De totale campagne zal 6 weken duren. Edwin de Groot: “Alle campagne-uitingen zijn nieuw vormgegeven. Het zijn frisse, toegankelijke uitingen geworden, die perfect aansluiten bij de Insights zelf. We brengen de informatie op een toegankelijke, praktische manier. Gebaseerd op zeer gedegen onderzoek, maar zeker niet zwaar en moeilijk.” De volledige campagneflow is weergegeven in een afbeelding (customer journey).
- We hebben hiermee een aantal doelen: - Branding algemeen van NRC Media - Positionering als kennispartner - Leads genereren (en dat is hierbij voor ons intern de belangrijkste) Waar we vorig jaar ten doel hadden om binnen 2 weken 1000 downloads te realiseren, zitten we daar nu ruimschoots overheen, met ruim 3.500 downloads, afkomstig van ruim 1070 personen. Van die 1070 personen hebben er 350 zich ingeschreven voor onze B2B-nieuwsbrief, bijna 190 wilden direct contact met een accountmanager naar aanleiding van hun download en 42 personen zijn van plan binnen 6 maanden te adverteren, bij ons of elders. Van de 1070 personen bleek 75% voor ons interessant te zijn voor lead processing. Het grootste aantal downloads was voor de Insights van de branches Consumentenelektronica, ICT en Telecom, Retail en Zakelijke Dienstverlening, Automotive en Kunst en Cultuur.