Category: Drew’s Articles

CMO Insights: How to Score with Content Marketing

Posted on by Drew Neisser

Content marketing is one of those things that is easy to talk about yet extremely hard to get right.  It’s not enough to have a clear strategy although that is essential. It’s not enough to tell compelling stories across a wide range of platforms.  Even with paid media driving views and influencers adding their audiences, there is no guarantee that your content program will take off right from the start.

These realities were front and center at Incite’s Content Marketing Summit in Chicago a couple of weeks ago.  While there, I had the pleasure of kicking the first day off with some historical perspective on the use of content as a marketing tool (i.e. 1900: Michelin Guide; 1955 Guinness Book of World Records) and moderating three panels, including the opening keynote with Charlie Breit (SurePayroll), Steven Handmaker (Assurance), Jeff Pundyk (The Economist) and Amy Weisenbach (Wilson).  I’ve already posted my interview with Charlie and the others are forthcoming, including my refreshingly honest conversation with Amy that follows.

As VP of Marketing at Wilson Sporting Goods, Amy is the force behind Wilson’s first ever cross-brand campaign that includes lots of branded and user generated content.  And though the campaign has exceeded expectations, generating strong engagement rates and significant brand lift, Amy is the first to admit that they are on a steep learning curve. For example, it turned out that it was much harder to get consumers to submit videos than photos. They also learned that when working with influential video creators, it’s probably better to let them go off and create their own content rather than offering them a particular story line. All I know as a tennis fan is that it sure doesn’t hurt when you can get the likes of Serena Williams and Roger Federer to help tell your brand’s story.  Read on.

Drew: How important is content marketing in your overall marketing mix? 

Content is critical to how we build passion for the Wilson brand among our core consumers: avid youth athletes.  Young people are consuming an extraordinary amount of digital content each day, and if we want to be relevant and top of mind with them we have to be in the mix of what they’re consuming.  We have a ton of great stories to tell and interesting assets we can leverage — from our pro athletes and league affiliations to intriguing product development stories from our  Wilson Labs, the innovation hub at Wilson.  We’re luckily in a category that’s important to our consumers’ identities and are among the kind of content they want to consume.  In terms of our marketing mix, most of it is what I’d call “content” – some is more heavily branded and from the Wilson brand voice, but we’re increasingly developing content that feels more organic and soliciting content from our athletes and consumers themselves.

Drew: What role or roles does it play and are there types of content that you are you finding particularly effective?

We’re continually learning the best ways to package our stories and engage our audience.  We’re experimenting with everything from Wilson Advisory Staff Member takeovers on Snapchat to documentary storytelling to blog-like content to soliciting UGC.  We’re definitely in test and learn mode, but early findings suggest the obvious which is that more visual stories get higher engagement.

Drew: Tell me about #MyWilson.  What was the strategy behind this program?

We created the My Wilson campaign to create a conversation amongst youth athletes – across a wide range of sports — about the role their equipment plays in their lives and in the pursuit of their personal ambitions in the sport they love to play.   It’s a 360-degree marketing effort, with a heavy emphasis on social and digital media. At the heart of the campaign is a video, called Nothing Without It, that features amateur athletes alongside some of the world’s best professional athletes recounting the ups and downs of their journeys.  The video features pros like Serena Williams and Dustin Pedroia as well as amateur youth athletes side-by-side.  We also invited youth athletes to add themselves to the video by sharing a clip tagged #MyWilson. To incentivize participation, we pledged to donate sports equipment for every clip shared up to $250,000.

Drew: How did you bring this program to life?  How did people find out about it?

We launched the My Wilson campaign amidst one of the biggest weeks of the year across all of our sports: during the US Open, the kickoff of the NFL season, the AVP Championshipsweekend and the MLB pennant were just underway.  We kicked it off by engaging all 10,000 members of our Wilson Advisory Staff made up of pro athletes and coaches from around the world.  They posted personal stories about what their Wilson equipment means to them and encouraged youth athletes to add their own stories to the conversation.  We also supported the campaign with paid media, including TV and digital video as well as some home page takeovers on key youth sports sites like MaxPreps.com and Stack.com.

Drew: How has it worked out?

The campaign has performed really well to date.  We’re seeing very high video completion rates and many of our social posts related to the campaign have garnered some of the highest engagement rates of anything we’ve ever posted.  It’s been incredibly rewarding to see and hear the stories our youth athletes have to tell and how Wilson plays a part in their journeys. The most exciting results have come from a brand lift study we conducted where we’re seeing double-digit lifts in key brand health metrics like “for me” and “is a brand I talk about.”

Drew: Was it tricky implementing a program like this over a wide range of sports – did you have to make adjustments as you moved sport to sport?

Each of our sports has its own culture and a slightly different tone of voice; that uniqueness is critical to engaging authentically with youth in each specific sport.  So as you can imagine, it was challenging to get all of our individual sport marketing teams to coordinate on approach, content and timing. Believe it or not, I think this was the first time we used a common look for our social skins and avatars. In the end it was worth the extra time and effort because it helped us take a huge step forward in presenting ourselves to consumers as one brand.

Drew: What are some of the major lessons learned when it comes to driving (user generated) content programs like #MyWilson?

Our baseball team has a long-running social photo contest called “Wilson Wednesday” where consumers submit photos of their glove for a chance to win a prize.  We learned through that promotion that it takes a while to get consumers over the hump to submit photos and even there we’ve had limited success with getting consumers to submit videos.  Given that, we decided to lean on a content partner, Whistle Sports, to help solicit user generated content for the My Wilson campaign.  Whistle Sports’ community readily garners and shares UGC content and so when they asked for videos on our behalf, UGC content began flowing in.  As we suspected, we saw a limited number of consumers willing to create and submit content directly through our channels.  Photos a little more, but very few videos.  Moving forward we will be looking for ways to build a stronger two-way conversation with our audience so they are primed when we’re ready to turn on a UGC-based initiative.

CMO Insights: How to Handle the 1st 100 Days

Posted on by Drew Neisser

Passion will take you far in just about any job in any industry.  In marketing, passion for the customer, the product and your company will take you very far indeed.  You may recall my interview with John Yembrick, the head of social media for NASA and how his passion has yielded astronomical success for that organization’s social program.  In my book, The CMO’s Periodic Table, Sharing Passion is in the elemental category Inert Fundamentals along with elements like Showing Courage and Always Innovating.  Also in that category is Listening, which brings me to the subject at hand: Emily Culp.

Emily Culp, the new CMO of Keds, is bringing two powerful elements Passion and Listening to bear on a remarkably cool 100-year old brand. Her passion for Keds is contagious and her expressed desire to listen and really understand the Keds customer is more than just lip service — she used a recent promotional event to personally interview dozens and dozens of Keds fans from multiple generations. It is this kind of hands on ears open research that helped Emily get off to a running start at Keds and makes it easy to understand why The CMO Club recognized her as a Rising Star.  But don’t take my word for it, read on.

Drew: As the new CMO just coming into Keds, what were your goals for your first 100 days?

That’s a great question. I just hit the 90-day mark and some of the most important things that I have sought to accomplish are making sure that I’m clear on the strategy of the brand from a growth perspective, a heritage perspective and a product perspective and just really emerging myself those aspects of the business. Additionally, I am enjoying building relationships with my team and peers in product development, international, sales and strategy. To me, teamwork is one of the most critical aspects of business.

Drew: So, as I was looking at the Keds site I had the realization that, “oh my god, Keds are cool again!” When did that happen?

I would argue it’s been cool since it was founded in 1916.

Drew: Oh, stop! Come on, it was cool and then it wasn’t cool.

You know what? That’s the beauty of heritage products. They ebb and flow but there is a DNA of the product that is substantial and that’s the reason it’s been around for 100 years. Next year is our centennial and it’s because it’s a great product. To answer your question, when did it become cool again? I can’t really pinpoint that. But when you look at Yoko Ono to Lauren Hutton, to Audrey Hepburn, to Marilyn Monroe and then “Baby” in Dirty Dancing and then Taylor Swift, it’s a pretty amazing mix of women wearing our product. And that’s where you can see the cool factor thing cycle. I think it also is important to note that we created sneakers just for women to empower them to be free to pursue what they wanted to and this gives us an unbelievable credibility with women. So fashion cycles may change but there is something just beautiful about the simplicity of our product and you know, we always update it with different materials or collaborations such as Liberty of London and Kate Spade but we are true to our DNA.

Drew: You know it’s funny; it does very much look like a shoe I might have seen on kids in Newport Beach in 60s and 70s.

Exactly but it’s back. That’s what I love about fashion. For example, jumpsuits are back. Who knows when that happened, but it did happen.

Drew: It seems like you’ve done a lot to infuse fresh energy like the Keds/Kate Spade partnership or Taylor Swift designing her own pair of Keds.

That’s exactly it, it’s a multipronged approach and there is a lot more we’re going to do in this coming year around our centennial. We are excited to announce more specific details around it later this year.

Drew: So I’m curious, is there anything in particular that you’ve done at Keds in the time that you’ve been there that you would like to talk about?

I started at a great time which was right around when we were focusing on a women’s equality day initiative where we really were amplifying our Ladies First since 1916 platform. On August 26th, in NYC we did a popup activation in Washington Square Park where we gave out one thousand nine hundred and sixteen pairs of shoes to women so they could conquer the world. We also asked them to pause & think about “today is women’s equality day. What about tomorrow?” and we got some amazing responses. We were all so moved that we captured the responses and created a short video to inspire women everywhere.

It was a terrific way to start at Keds, because it meant that I could personally speak to the first 100 consumers in line and it was multi-generational and there were people who were telling me nicknames that they would call Keds since they were kids etc. So it was phenomenal experience and what was even more fascinating to me was the idea around what does women’s equality mean and what does it mean to each individual. In order to capture this content and really honor the innovation that women are driving forward we made sure that we had content on Snapchat, Instagram, Facebook and Periscope. This approach meant that the event was not only a big success with people physically present in NYC but also around the US as they could participate in many of the elements remotely.

Drew: And how do you measure the success of a program like that?

It comes down to social engagement, impact on sales in retail doors, dotcom traffic and of course, PR exposure.

Drew: Is there a person in your career that’s been particularly helpful or acted as a mentor?

I’ve been so fortunate. I have a number of mentors and I think the question comes down to “what is a mentor” and I think a lot of people have this vision of someone who you’ve worked with for 20 years, who you see every week for an hour. Personally, I reach out to a wide range of friends and colleagues from all different walks of life whether it’s past bosses, to good friends in private equity, to people who are in theatre. I reach out to each of them for different types of advice. So I’ve been very lucky in that regards and I think having such diverse counsel has served me very well and frankly I try and pay it forward. I actively mentor people in Columbia where I went to business school and WIR (women in retail) etc.

Drew: Looking ahead for 2016 (besides your 100th anniversary) what’s the biggest challenge that you’d like to overcome?

As a marketer, for me one of the biggest challenges I always face is– how do you get into a woman’s psyche and become part of their DNA? So to me it’s all about driving brand heat and doing that in a meaningful and sustainable way. So that’s one of the largest challenges I would say I have but I’m beyond ecstatic about having that as a challenge and frankly, I’m honored to work on a brand that’s been around for a 100 years. When you actually look at the history of the shoe, it’s spectacular. Maybe it’s because I’m a mom–I have a daughter and a son but it’s the idea that these shoes were actually created to free women and empower them. That idea is very timely. So it’s how do we make sure that people understand what the brand stands for and also making sure that they think we’re a cool brand and want wear us.

Standing with France (and Ben Franklin)

Posted on by Drew Neisser

Franklin with capTrying to come to terms with the senseless tragedy in Paris Friday, I retreat to what I know—a bit of history.

There is no United States of America without France. Simply put, our revolution fizzles before it gets rolling and even if we had managed to avoid catastrophic defeat early on, it would have dragged on way past 1781.  Here’s a gross oversimplification of the key role France played in the American Revolution and for reason’s I will explain shortly, Ben Franklin’s probable take on yesterday’s events.

Our revolution ends as early as 1777.  Why?  France started secretly aiding the US in 1775 with critical supplies like guns, gunpowder and cash. They also opened their ports to American sailors. Keep in mind, that America at this time had almost no manufacturing capability so without French supplies we don’t win the battle of Saratoga. In that confidence-building battle, it is estimated that 90% of American supplies came from France. If we lose that battle, half of Washington’s army might have been destroyed and the likelihood of further international support melts away.

The revolutionary war does not end at Yorktown in 1781. Why? This point is far less speculative than my previous one.  At Yorktown, France’s role cannot be overstated.  The generals, managing the siege, were French.  As hard as this is to believe, Washington had no experience managing sieges and smartly relinquished that responsibility to the seasoned French generals including the Marquis de Lafayette and Rochembeau who led the attack.  Nearly all of the weapons held by Americans at Yorktown were French made. And as many as 5,000 highly trained French soldiers were part of Washington’s 20,000-man force at Yorktown. But the coup de grace was the blockade of Yorktown by the French navy, trapping Cornwallis and his army, leaving no real alternative but surrender.  Voilà.  We win.

Off with Louis’ head. It wouldn’t be hard to argue that Louis the XVI’s financial and military support of the American Revolution cost him his crown and the head that wore it. All in all, the French loaned the Americans over 1 billion livres (roughly $13 billion in today’s dollars) during the revolution.  This cash money along with the costs of fighting the British on the high seas all over the world left France on the brink of bankruptcy.

And how did American show its appreciation to France?  We didn’t.  First, we begged off our debts.  Second, we double-crossed France in 1783 by signing a peace treaty with England.  Third and perhaps most telling, American politicians and historians of the time started downplaying France’s role in the creation of our faire nation. These folks wanted the American Revolution to be about American bravery, fortitude and righteousness NOT about some god-forsaken Catholic monarch across the sea.

Ben Franklin and the French. My knowledge of all of this is a byproduct of my obsession with Ben Franklin. Franklin was dispatched to France in 1776 and didn’t return to the US until 1785.  During his time there, while cajoling the King and his ministers to dramatically increase their support of his cause, he fell in love with the French and they with him.  He loved their “joie de vivre,” their food, their wine, their literature and many of their women, although keep in mind he was already 70 years old when he arrived. One could argue that only Franklin could have persuaded a king to put his own country at risk to support a seemingly lost cause like the American Revolution.  But that’s a story for another day, one I definitely plan on telling in great detail.

My overall point here is that France is America’s oldest ally, an ally we didn’t start to repay until World War 1 and perhaps completed with the Marshall Plan after World War II. My man Franklin saw in the French an openness and appreciation of invention.  (The French were the first to confirm the validity of Franklin’s electrical experiments.) He even flirted with the idea of living his last remaining years with his dear friends in France but elected to come back to his country, a decision that couldn’t counter the forces of forgetfulness to the debts owed to France but did impact the Constitutional Convention.

Franklin would have been disconsolate over yesterday’s attack, seeing it for what it was — an attack not just on his beloved friends and the bankrollers of our revolution, but on all who believe in liberté.

 

Gearing up for Gen Z: The #Selfie Generation?

Posted on by Drew Neisser

HeadshotPattiGirardiEmailJust when you’d thought you’d wrapped your marketing minds around millennials, along comes Gen Z to really mess with your head.  Born between 1996 and 2013, the oldest part of this group is just now entering college, wreaking havoc with their multi-tasking mobile mindset and no doubt, creating huge challenges for the marketers trying to engage with them.

One such marketer is Patti Girardi, VP of Marketing with Chartwells Higher Education Dining Services, a division of Compass Group that feeds the students at 270 colleges and universities across the U.S.  Patti and I got connected through Incite’s upcoming Content Marketing Summit, where we’re on a panel together. And it turns out, she’s has had serious success engaging Gen Z with content — user generated content. Based on our conversation, we might just have to call them the #selfie generation. Read on to find out why.

Drew: I read about your “Where Hungry Minds Gather” program, which was designed to address the “unique attributes of Generation Z.” Can you talk about the strategy behind this repositioning?

Chartwells’ new brand identity positions its brand for the new generation of college students, Generation Z, which is replacing the Millennials on college and university campuses. With its extreme affinity for technology, Generation Z is described by thought-leaders like the Harvard School of Public Health as “over-connected, yet under-related,” and its work suggests that brands promoting high-intensity relationships will be the key to helping prepare this generation for the future. We looked at what we do naturally to promote high-intensity relationships — our dining programs bring students together and serve as centers of academic life on campus, for example — to arrive at our new slogan, “Where Hungry Minds Gather.”

Drew: How did content marketing fit into this program?  What kinds of content did you develop to appeal to Gen Z? 

Content marketing helps us stay true to communicating with Gen Z “in their language.” This group wants a story, not a sell. So our emphasis is on developing visual content that is quirky and playful, versus a more traditional sales-oriented communication approach.

Drew:  What is the biggest challenge you’ve had to overcome in the content space?

Gen Z multi-tasks across five digital screens (versus two for Millennials). So we are always striving to tell our story consistently across multiple digital platforms.

Drew:  How do you measure the effectiveness of your content marketing activities and how have things been working?

We look at the volume of interactions (likes, shares, retweets, etc.). In some cases, we’ve been able to boost same store sales.

Drew: Is there a particular type of content that is really working well for you right now? 

Gen Z communicates in images: emoticons, emojis, video. Regardless of the platform, we emphasize visuals over text as much as possible.

Drew: How does social media fit into your content strategy?  

This group is really all about social. As the first generation that has always had social media and the Internet, this demographic does not differentiate between the two. User generated content programs are highly popular with this generation – this is the age of the selfie!

Drew:  What are the 2-3 key lessons you’ve learned when it comes to developing effective content programs?

  • Keep it short: this generation communicates in snack-size portions (when it does take the time to read).
  • Produce content that is sharable. If Gen Z isn’t sharing your brand, you don’t exist.

The Transformation of Healthcare (via Wearables)

Posted on by Drew Neisser

189bfdaI bought a Fitbit about two months ago on the suggestion of my wife. Not that I wasn’t active already or out of shape, she just thought it would be a fun thing to share and it turns out she’s right.  We’ve turned it into a friendly competition and I’m far more conscious about getting my 10,000 steps in each day knowing that she will.

So, you might ask, “what does this have to do with your interview with Chris Edwards, CMO of Validic?” Well, the answer is really interesting. It turns out that Validic has built a “digital health platform” that allows the data from devices like Fitbit to flow into one’s medical records and be shared with key service providers assuming of course, permission was given to do so.  This means that my Fitbit data could help my orthopedist or physical therapist monitor my progress in the event I had an accident trying to surpass my wife’s weekly steps mark!

Reading the above, you can imagine the challenges of integrating all of the medical and personal wellness devices out there into the disparate data systems of doctors, hospitals, therapists, insurance providers and even health clubs all the while overcoming the privacy issues!  Yet somehow Validic is doing this right now in 47 countries helping around 160 million people.  And in the middle of this dynamic challenge is Chris Edwards, whose interview below will help you understand more about Validic’s impressive rise to the top of their category and why he is a recipient of this year’s Growth Award from The CMO Club.

Drew: Can you provide a short overview of the goals of your digital marketing initiatives in 2015? 

Chris: Much of the focus for Validic marketing has been on establishing a unique position in the marketplace while helping to define the mobile health category, and our place in it.  Additionally, I have our marketing goals in place to drive new lead generation, customer relationship initiatives, and partnership programs.

Drew: What new initiatives did you take in 2015 and how did these perform?  What worked?

Chris: I am using marketing strategically and successfully to create a network effect in our category.  Marketing initiatives with mobile health device and app makers are helping fuel more innovation and use among consumers.  Marketing programs targeted toward hospitals, wellness companies, pharma, healthcare technology companies are helping them accelerate the use of mobile health patient data so they can provide better patient care and better management of their patient populations. While our marketing attribution is driving over 75% of our business, we are seeing more evidence everyday where healthcare organizations are successfully implementing the Validic technology which is great proof that we are helping transform healthcare.

Drew: A recent survey of marketers suggested that less than 10% feel they are leveraging data to the fullest extent possible.  Why is this such a challenging area to get right?

Chris: As we establish and accelerate conversations with prospective customers, there are more “influence points” and media channels than ever before.  This makes a marketer’s job more difficult than any other time in the history of marketing if you really think about it (just think back to the time when their was radio, outdoor and only three TV stations).  Now prospects can get message anytime, anywhere on any device, and from anyone (i.e., peer product reviews). Marketer’s can’t simultaneously control all of these conversation channels and data points….and if they think they can they are delusional.  Thoughtful strategy, a clear concise message, a data flow map and feedback loop from the customer are key factors for a marketer leader’s success.

Drew: With the plethora of digital marketing options, channels and content available today and increasing quickly, how do you decide where to “place your bets” in terms of marketing spend and choices?

Chris: Listening, learning, experimenting, and gut instinct — these are the four key factors that drive my strategic thinking and marketing execution   Each play a valuable role in the our marketing’s impact.

Drew: Looking ahead to 2016, what is the single biggest challenge that you’d like to overcome? 

Chris: Complacency is the enemy.  Our marketing is measurable and has been the single biggest driver of the record growth and great success at Validic.  That’s an indisputable fact.  We must keep executing at this pace and continue to fuel our leadership position in the marketplace.  Recently, it led to Forbes running an article recognizing Validic as one of the Top 10 Disrupting Innovators in Healthcare. Aligned execution across all areas of the business must continue, and at the same energy and weighted pace to accelerate our business growth. At any company, Marketing should play a major role in this to help an organization thrive.

Getting B2B Content Marketing on the Payroll

Posted on by Drew Neisser

I’m on the phone the other day with my friend John Hall of Influence & Co and casually ask, “Do you know any Chicago-based wizards of content marketing that would be good panelists?” [My inquiry was anything but casual in that I’m emceeing the first day of Incite’s Content Marketing Summit and I’m a stickler for getting sharp and articulate panelists thus making my role a whole lot easier.] Anyway, back to the story. John suggests Charlie Breit, VP of Marketing at SurePayroll, a division of Paychex, and I have to say I was initially skeptical since this particular category is not, at least in my mind, inherently scintillating. Of course, I should know better than to” judge a book by its cover” and as you will see in our interview below, not only does Charlie know his stuff but also his approach is truly inspiring. Read on — this particular interview definitely pays dividends right to the last!

Drew: How important is content to your overall marketing strategy? What role does is play in the overall mix?

Content is a key strategic pillar for us within our marketing strategy.  Two-thirds of our new customers are either new small businesses (or households with Nanny Payroll) or new to payroll solutions (and also only have 1 – 4 employees), so they are usually not very familiar or knowledgeable about the ins and outs of taxes, payroll, etc.  Also many are new small business owners, so they are also trying to get their business up and running and often times can be overwhelmed by everything they need to do.  We see ourselves as a strategic partner that helps business owners simplify an aspect of their business that at times can seem difficult and hard to understand – but it doesn’t just begin and end with our payroll software.

Our content marketing program is a way that we can help all of our customers learn about taxes, payroll and running a business.  As a whole – our customers want a solution that is low-touch and software that they can manage on their own – with little help/inquiry to our service team as needed.  Content is a way that we can help educate our customers and provide them the support they need to be more successful in their business and help them get a better handle on taxes, payroll, etc. as they grow and develop as a business.  Content is something they can access and consume on their own time, which aligns to our main product/service.

We use content throughout all phases of our marketing program and mix – to help with acquisition to retention to advocacy.  We’re also looking at how we can develop content to improve our overall experience and support our Sales and Service interactions – everything from mining what topics come up in these interactions and building content to support our customers and prospects having a better understanding of the process and what is expected to helping them achieve their desired outcome without a call to using content as a pro-active follow up to make sure the customer/prospect has the right information.

Drew: Do you have a specific strategy for content? 

We are currently evolving our content strategy.  Initially, content was developed to supplement SEO and drive acquisition traffic and therefore content was developed around keyword and search opportunity. We are moving to a strategy that assess our small business owner and household customers’ needs and then developing content that will be designed to be self service and offer depth and breadth on topics that are important for our customers.  We will no longer chase keywords and search traffic, but instead look to use content to improve the value that we deliver our customers and increase the usefulness/utility that we provide.  As a result – content will also become more effective for retention and for deepening our relationship and engagement with our customers.

Drew: How do measure its effectiveness? 

The old strategy measured effectiveness through traffic driven to our site, leads generated and sales.  As part of our strategic move – gross volumes no longer are relevant, but instead we’ll look at success metrics focused on our target segments. We will still look at our acquisition funnel and see how our content supports acquisition, but in terms of our target market and not just gross volumes.  We’ll also look at retention rates for customers who engaged our content vs. customers who didn’t and our overall satisfaction with our customer experience (e.g. CSAT, NPS).  In addition – we’ll see if our other success metrics improve as we begin to implement our new content strategy.  Also from a measurement standpoint – we are moving towards looking at the effect of content over a longer term period and not just how it drives an immediate action.  We’re still determining metrics to measure this – but the goal is to better understand the long term impact of content and not just measure views, shares and leads generated when the content is released.

Drew: Is there a particular content program you have initiated in the last couple of years that you’re particularly proud of? 

Our SurePayroll blog is a great starting point for our content program as well as our Small Business Scorecard.  Both of these initiatives are focused on providing small business owners with content that is helpful as they are starting and building their business.  The Small Business Scorecard gives small business owners factual information about other businesses their size to help them benchmark and see what others like them are doing.  The blog has begun to bring a full breadth of content to our digital experience and look to be more helpful/useful than just try to sell something.  Both of these initiatives were originally started to improve SEO and drive traffic, but also helped provided small business owners with valuable content that helped them beyond just buying our product, so while we are pivoting the strategy – these are both initiatives that will be solid building blocks for our content program in the future.

Drew: With every business recognizing the need for content, how have you made sure that your content stands out from the pack?

First, we developed a brand story that provides us a starting point for what we are about and how we fit in with our target audience.  From there – we began to develop our brand voice and philosophy for how we want to align with our audience and how we could deliver value that was in context of our clients’ needs.  In the past – content was developed to chase keywords and traffic, so the only reason that content was aligned to what we do is that the traffic needed to have an interest in our solution at some basic level.  This meant that from an audience perspective there was really no rhyme or reason to why we developed the content that we did.  Content was optimized based on what worked, but “what worked” was driven by gross volume metrics.  In our new paradigm – we are looking at developing content from our strengths in the business and in alignment with “who we are” and “why we do it” of our brand.  This unique perspective and our commitment to being aligned to our audience’s needs provides us with a platform for standing out.  Our goal isn’t to be all things to all people, but a resource that our target audience would find useful and relatable too – and ultimately stand out from all other sources for this group – because we are focused on delivering value through our content  that is targeted to their needs and viewpoints.

Drew: If you were talking to someone new to content marketing, what would you say are the three keys to building a successful program?

  1. Target your desired audience:  Know who you want to connect and engage with and get to know them as well as you can – so that you can provide value to them in context of what they need and desire.
  2. Deliver value: Find ways to deliver value in all of your content.  Value is based on perception, so find ways to simplify, add utility or be useful that means a lot to your target audience – even if the general public doesn’t necessarily find value in what you are delivering.
  3. Be reliable: Consistently deliver content that is in the same voice, provides value and is something your audience knows will be there.  Content marketing should not be a flash in the pan project, but a commitment to the long haul.  How often or through what delivery vehicles/channels depends on your audience’s needs and wants, but your audience should know that they can rely on you to be consistent with what you deliver.

Drew: Are there brands out there that you think are doing a particularly great job with content?  If so, what do you like about their efforts?

The classic examples of brands using content very well to build community and passion for their brand is Red Bull and Disney.  As a consumer with young kids – Disney’s content has been extremely useful as we have planned our trips to Disney World.  We’ve extensively used their videos to have a better feel for what things are and aren’t to plan the trip and help us have a better experience.  Red Bull has done a great job for a while of connecting with their niche audience and developing content and being a part of experiences that are directly tied to their customers’ lifestyle.  They are targeted to their fans and their fans love all of it.  Also from a consumer perspective – I’ve been impressed with Home Depot’s content program and have found it very helpful as I try to tackle projects around the house.  They’ve done a great job of providing value beyond just being the place that I can buy supplies and tools.  Their content has been very helpful in better understanding what it would take to do a project right and sometimes shown me that it’s beyond my skill level and not worth starting at all.  I think the key denominator in my examples is that the content is directed at a particular audience and provides value or is useful in a way that’s not about buying something directly – but provides value in context of the relationship that I have with the brand.