Transform your brand to a media company - Community Conference 2014
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Content marketing expert Michael Brito, the author of the bestseller "Your Brand - The Next Media Company", was at Community Conference 2014 in Copenhagen on the 3rd of April speaking about the advantages of turning your brand into a media company.
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Transform your brand to a media company - Community Conference 2014
- 1. Transforming Your Brand to a Media Company Michael Brito Group Director, WCG mbrito@wcgworld.com @Britopian
- 2. Externally, There Are Several Factors That Make It Difficult to Reach Customers 2 CONTENT & MEDIA SURPLUS Consumers are inundated with 3,000 marketing messages, daily ATTENTION DEFICIT Consumers can barely comprehend 285 pieces of content BEHAVIOR IS UNPREDICTABLE About 30% of consumers embark on an open-ended purchase path TUNNEL VISION 74% of consumers get frustrated with content when its irrelevant with their interests EVERYONE IS INFLUENTIAL Peer recommendations account for 20% to 50% of all purchase decisions @Britopian #CCDK
- 3. Internally, Creating Relevant, Integrated Content Is A Challenge For Most Brands 3 of marketers say that their biggest challenge with content is "creating original content" and that they don't have enough time to do it 78% of marketers do not have a documented content strategy. 44% @Britopian #CCDK
- 4. 4 The solution. Think. Act. Operate. Like a Media Company @Britopian #CCDK
- 5. This Shift Requires A Shift in Culture, Business and Operations 5@Britopian #CCDK A social business strategy is a documented plan of action that helps evolve and transform the thinking of an organization bridging internal and external social initiatives resulting in collaborative connections, a more social organization and shared value for all stakeholders (customers, partners, and employees).“ ”
- 6. Delivering Value Across The Entire Business Ecosystem 6@Britopian #CCDK OPERATIONAL EXCELLENCE INTERNAL (employees, partners) EXTERNAL (customers, partners, media) THE SOCIAL BUSINESS SALES/REVENUE CUSTOMER ADVOCACY PRODUCT FEEDBACK COMMUNITY ENGAGEMENT CUSTOMER/SALES SUPPORT HELPFUL CONTENT COLLABORATION KNOWLEDGE SHARING SOCIAL ENABLEMENT PROCESS IMPROVEMENT PRODUCT INNOVATION EMPLOYEE ADVOCACY SOCIALBRAND 1 2 4 3 © Edelman Digital
- 7. Helping Brands Become Media Companies 7 Social Narrative Development Social Channel Strategy Content Performance & Analysis Participatory Storytelling Content Operational Framework Develop a story that breaks through the clutter, is relevant to a specific audience and delivers brand value. Deliver a robust, global social media channel strategy based on audience segmentation and native platform capabilities and functionality. Empower, train and mobilize brand advocates (employees/customers) to participate and tell the brand story. Build an analytics infrastructure that tracks content through the lifecycle and informs future content creation. Craft an operational framework that facilitates the evolution into a content organization. @Britopian #CCDK
- 8. Co-Create Narrative Based On Insights 8 Narrative Development A messaging and brand storytelling document with content themes/pillars and editorial framework that informs all content creation (email, web, social) Key Inputs Brand positioning | Audience affinities/Social Graph | Customer segmentation data | Brand perceptions from media/community | Search behavior | Historical content performance metrics Collaborative workshop with client (analysis & brainstorming) Social Narrative Development @Britopian #CCDK
- 9. An Example Narrative Exercise An editorial framework when creating content 9 Content Themes Pillars will map to the above framework and can include the following: • Brand specific content (promotions, product launches, events) • Event based content • Customer stories (user generated content, high production testimonials) • Third party articles, videos, blog posts that mention the brand • Lifestyle content (based on audience insights) • Real-time content based on trending topics The brand is the story Master brand narrative The brand is a character in a story The brand comments on a story A lens or filter that all content must pass through Content pillars are used to establish consistency in storytelling, provide a framework that establishes what a brand is comfortable talking about online and provides focus when creating/curating content. Social Narrative Development @Britopian #CCDK
- 10. Aligning Channels With Content Themes 10 Branded Content, Promotions and Events Employee Stories & Interviews 3rd Party Stories About the Brand Lifestyle Content Real-time or Agile Content Customer Stories Prioritize and map storytelling initiatives to specific digital channels based on audience segmentation, scorecard results and brand priorities. Social Channel Strategy @Britopian #CCDK
- 11. Content Creation Content Curation Editorial Framework Content Creation / Curation 11 Deliver content creation and curation models for distribution and amplification. Social Channel Strategy 21 3 Social content narrative Frequency of content distribution Content and channel mapping Aligning internal resources for content creation Formalize content library Coordination with internal stakeholders Identifying 3rd party, trusted media properties Ensure alignment with editorial framework Use 3rd party technology Distribution &AmplificationAcross SocialChannels + @Britopian #CCDK
- 12. Build Converged Media Models Integrate paid, earned, shared and owned media based on brand priorities and/or content performance benchmarks. 12 Social Channel Strategy Brand Priorities & Strategic Initiatives 1 PROMOTE ALL BRANDED CONTENT IN FACEBOOK 2 INTEGRATE ALL PRODUCT RELATED CONTENT WITH PAID MEDIA PROMOTION 3 DISTRIBUTE ALL LONG FORM CONTENT TO CONTENT DISTRIBUTION PLATFORM - OUTBRAIN Content Performance Benchmarks ENGAGEMENT TIME BENCHMARK PROMOTE POST @Britopian #CCDK
- 13. Test Various Forms of Integration Leverage paid media promotion to drive reach, engagement of owned and earned media content. 13 Social Channel Strategy CONTENT SYNDICATION (Pushing long-form and video content into paid media) EARNED MEDIA AMPLIFICATION (Integrating owned/earned media into paid media) SOCIAL MEDIA (Sponsored Posts, Promoted Tweets) @Britopian #CCDK
- 14. Participatory Storytelling = Advocacy Programming Mobilize brand advocates (internal/external) to participate and tell the brand story. 14 Participatory Storytelling @Britopian #CCDK
- 15. Two Types of Advocacy Programs 15 Participatory Storytelling EMPLOYEE BRAND AMPLIFICATION This program involves sharing “branded” messages with advocates so that they can “re-share” the content within their own social media channels. BRAND JOURNALISM This program involves training and mobilizing advocates to tell stories that would be published on a corporate blog, LinkedIn blogging network or a media site. Stories are then amplified through personal and branded Twitter feeds. @Britopian #CCDK
- 16. Measure Performance and Iterate Content Build an analytics infrastructure that identifies performance benchmarks and improves content over time. 16 Content Performance & Analysis @Britopian #CCDK
- 17. Build A “Newsroom” Organization Build a newsroom organization by identifying roles/responsibilities for internal stakeholders and agency partners. 17 Responsibility Roles Content/Communi ty Manager CONTENT (PR/Social/Digital) ADVERTISING MEDIA BRAND AGENCY PARTNERS Leads digital, social and content capability; Resources and Standards Supply Leads community outreach, contributes to brand strategy, analytics and content publishing Develops brand narrative, leads, content strategy and development Develops brand narrative for large scale creative production Leads media planning and buying Build digital, social and content and capabilities and innovation (technology, workflows, etc.); Support resourcing and standardization Content strategy, creative and media inputs Community& brand engagement Converged media buying and direction Creative content direction Content creation and production Content publishing Converged media planning Consumer insights research Brand creative direction Large scale content production (TV, advertising, etc.) Media strategy Media buying Media partnerships COE B C A M Content Operational Framework @Britopian #CCDK
- 18. Ensure Global Integration with Regional Teams Deliver and assign global roles & responsibilities based on organization structure. 18 Content Operational Framework GLOBAL EDITOR @Britopian #CCDK
- 19. Optimize Content Supply Chain Build workflows that control the production and distribution of content based on roles and responsibilities of each stakeholder group. 19 Push to content to paid promotion no yes Approved Content planning & brainstorming Contributor submits content Post-ready & submitted via CMS Editor schedules post/tweet Submission emailed to Editors Sent back to Contributor for revision or rejection Contributor may choose to revise & re-submit no yes Approved Approval request emailed to Brand & Legal 24 hrs. Rejections sent back to Editor *Legal response required. Brand response not required Post or Tweet automatically published @ scheduled time CONTENT BEST PRACTICES Content Operational Framework @Britopian #CCDK
- 20. Contents are WCG proprietary and confidential Thank you Michael Brito mbrito@wcgworld.com 415-871-5165
Hinweis der Redaktion
- Externally, it’s difficult reaching consumers for a variety of reasons. First, there is a content and media surplus in the marketplace. We, as consumers are inundated with over 3000 marketing messages daily, all fighting for their attention. This doesn’t include tweets, status updates, likes, comments, emails, text messages. There are no shortage of devices that make it very easy for us to consume content, whenever and wherever. Consumers have an attention deficit. We can only consume a finite amount of content; and because of this we only pay attention to what’s important to us at a very specific moment in time. It’s because of our attention deficit that we have tunnel vision. Our lives as consumers are dynamic and very hard to predict. We consume content differently every single day, making it very difficult for brands to reach us with their message.Lastly, all consumers are influential. They influence others to purchase products or not purchase products based on their personal experiences. And despite these external challenges, core business objectives still remain – customer acquisition, stock price, revenue, etc.
- Internally, brands struggle with different problems. The ability to create compelling content is challenging for a variety of reasons – budget, training, having the right teams and most importantly, not having a content strategy. Source: Content Marketing Institute, 2013
- The solution is to help brands think and operate like publishers, using W2O’s Content As A Service approach.
- Establish a relevant storyline and editorial framework built from audience affinities, media/community brand perceptions, search and historical content performance. The goal of this exercise is to create a story that breaks through the clutter, incites sharing and changes customer behaviors.The narrative development process takes into consideration several key inputs (external, internal) in an effort to form a cohesive and consistent brand story. It’s a collaborative process that usually entails a working session or workshop (discovery session) with the client and other internal stakeholders. The deliverable is a social messaging document (similar to brand guidelines) that will inform the creation of all content in the future. This process is usually done every six months.
- Establish a relevant storyline and editorial framework built from audience affinities, media/community brand perceptions, search and historical content performance. The goal of this exercise is to create a story that breaks through the clutter, incites sharing and changes customer behaviors.
- Prioritize and map storytelling initiatives to specific digital channels and determine the frequency of distribution (also includes day-parting and content performance analysis). May also include a scorecard that will determine which channels are most effective based on engagement, community growth and competition.
- Prioritize and map storytelling initiatives to specific digital channels and determine the frequency of distribution (also includes day-parting and content performance analysis). May also include a scorecard that will determine which channels are most effective based on engagement, community growth and competition.
- Operationalize programs that mobilize stakeholders (customers, partners, employees, sales) to participate in brand storytelling initiativesThis pillar in the framework is helping clients mobilize customers, partners and employees to feed the content engine through operationalizing advocacy-related or brand journalism programs. This would require strategic partnerships with platforms such as Social Chorus, Branderati and/or Dynamic Signal. Empowering employees to tell the brand story
- Operationalize programs that mobilize stakeholders (customers, partners, employees, sales) to participate in brand storytelling initiativesThis pillar in the framework is helping clients mobilize customers, partners and employees to feed the content engine through operationalizing advocacy-related or brand journalism programs. This would require strategic partnerships with platforms such as Social Chorus, Branderati and/or Dynamic Signal. Empowering employees to tell the brand story
- Build a content supply chain (a series of editorial workflows for planned, real-time, proactive and reactive content) for all digital channels