Content Management: How to Cope in an Everyone's a Publisher World
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This document discusses the challenges that companies face in managing content effectively as more people publish online. It emphasizes that great content is key to success, but many companies struggle due to a lack of skills, resources, and proper processes. The document provides pointers on how to develop content strategies and measurement frameworks, implement editorial processes, and continuously refine content based on performance data. It stresses the importance of taking a holistic, publisher mindset to content management.
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Content Management: How to Cope in an Everyone's a Publisher World
- 1. 17th October, 2013 CONTENT MANAGEMENT: EVERYONE’S A PUBLISHER CAN YOU COPE WITH IT?
- 2. WHY PRODUCE CONTENT? y Customer satisfaction y Lead generation y Sales volume y Market share y Awareness y Trust y Cost reduction y Etc
- 6. In a world where everyone is publishing, how is your content going to stand out? Gerry McGovern
- 7. AGENDA y Great content wins y But many find it difficult to do y A few pointers on how to cope
- 9. BUILDING RELATIONSHIPS DEMANDS A HOLISTIC APPROACH TO CONTENT Build awareness Build loyalty Build enthusiasts Bought media Owned media Earned media
- 10. The single most important thing websites can offer their users is content that those users find valuable. Jesse James Garrett author, The User Experience
- 11. CONTENT QUALITY AND RELEVANCE IS KEY TO CORPORATE WEBSITE TRAFFIC Top sources of traffic to corporate websites Search engines (paid sponsored) 3% Campaign 0% Direct 38% Search engines (organic) 42% Referring sites 17% Source: Bowen Craggs Global Web Effectiveness Survey 2013
- 12. IT ALL BEGINS WITH GREAT CONTENT «Peter, this is great – you have to see it!» People ”like” your content and link up with you on social media Create great content Optimise for search engine Other websites create links to your pages Search engine finds and prioritizes you Highly relevant traffic You reach your goals © Creuna 12
- 13. 48 HOURS
- 14. SIEMENS /ANSWERS: HUMANIZING A TECHNOLOGY AND INFRASTRUCTURE COMPANY
- 15. SIEMENS/ANSWERS DELIVERS CONSISTENT CONTENT ACROSS ALL CHANNELS m.siemens.com siemens.com Owned media Sponsored media
- 16. SIEMENS /ANSWERS STORIES PROVIDE CONTEXT
- 17. A HUGE EFFORT BY SIEMENS SINCE 2011 y Multiple media y 49 stories so far y y Focus on person, not the brand Human motivation and impact
- 18. MASSIVE SUCCESS FOR SIEMENS 43 million impressions 3.4 million story views 300,000 viewers per month 33% completion rate Won 6 awards
- 19. JOURNEY: COCA COLA’S OWN MEDIA COMPANY
- 20. DEEP COMMITMENT TO CONTENT PRODUCTION y y y y y y 674 article pages 6–12 new articles monthly 5 300 YouTube videos Pitch content to bloggers & media Pay to place some content in media Relentless performance analysis
- 21. REQUIRES SIGNIFICANT RESOURCES y 1 digital communications & social media manager y 2 social media analysts y 1 managing editor y 1 senior writer y 1 production manager y 1 project coordinator y 40 freelance writers at launch y 10 writers ongoing
- 22. BOOST IN PRESENCE AND ENGAGEMENT y y y y 314 million external media impressions 7 million visitors, 19 million page views, 6800 comments 34,000 social media shares 30 million social media impressions y 100% growth in social media traffic y 8% growth in month-on-month traffic
- 23. OPERATES AS A PROFESSIONAL MEDIA ORGANIZATION - Daily editorial management meetings - Monthly editorial planning meetings - Weekly global teleconference with business managers - Accept pitches from company staff and freelancers - Long-term plan to be profit center
- 24. NORRØNA: AN OUTDOOR GEAR COMPANY REACHING OUT WITH A VARIETY OF CONTENT
- 26. MIXED OUTCOMES FOR NORRØNA y 65,000 likes on Facebook y 3,100 Twitter followers y 738 YouTube subscribers y y y y y y Active product page discussions Modest engagement on Facebook No blog comments Possibly heavy on pushing product Could be more assertive in communicating themes More attention to channel differences and & users’ interests, e.g. compare their Pinterest page to Patagonia’s
- 27. COMPANIES STRUGGLE WITH MANAGING CONTENT
- 28. SKILLS & RESOURCE MISMATCH Traditional channels y y Media coverage is paid for Cost is mostly distribution Press Print ads Brochures Web text Video Info graphics Images e.g. Flickr, Tumblr Twitter, Facebook etc. Forums Digital channels y y Media is earned by quality and relevancy Cost is in creating content, distribution is cheap
- 29. CULTURAL MISMATCH Often missing y Management buy-in y Employee engagement y Journalistic mindset within marketing & communications function External audience Marketing team Employee A Employee C Employee B
- 30. WEAK PROCESSES AND STRUCTURE Content is a major factor in web usability on corporate websites: of usability problems are due to content 50% 0% 20% 40% 60% Source: Bowen Craggs Web Effectiveness Survey 2013 80% 100%
- 31. WEAK PROCESSES AND STRUCTURE Companies lack effective content management infrastructure: 58% share best practices 49% provide editorial guidelines for content producers 25% have an editorial steering committee 27% check quality of content 17% 0% do none of the above 20% 40% 60% 80% Source: Bowen Craggs Web Effectiveness Survey 2013 100%
- 32. “At our company, such oversight exists only on paper, but not in practice.” Web Effectiveness Survey respondent
- 33. ANALYTICAL GAP y Understanding content performance y Making a business case
- 34. A FEW POINTERS ON DEVELOPING EFFECTIVE PUBLISHING SKILLS
- 35. STEAL WITH PRIDE FROM LEADING PUBLISHERS y Mission & focus y Measurement & optimization y Develop organization and process y Culture and skills
- 36. MANAGING CONTENT EFFECTIVELY STRATEGY EXECUTION AND OPTIMIZATION Focus on the right content… …and produce it effectively Content planning Analysis Vision & Goals Strategy Process definition Activity & channel definition/ refinement team Measurement/ evaluation Production and publishing
- 37. CONTENT SHOULD BE RELEVANT TO USERS’ NEEDS, YOUR MISSION AND CREDIBILITY what is your audience interested in? user what is your organisation’s mission? company context where are you most credible?
- 39. ANALYSIS AND ASSUMPTIONS BEHIND THE CONTENT STRATEGY y BUSINESS STRATEGY y COMPETITION y BRAND STRATEGY y PRIORITIES y AUDIENCE y TARGETS
- 40. THE UNDERLYING VISION AND ANALYSIS ARE THE BUILDING BLOCKS FOR THE STRATEGY MISSION/STRATEGY/BRAND y y What are our key business objectives that this content should support? What do we most want to achieve by producing content? COMPETITION y y y Who is our main competition in the areas we want to be credible? What are they doing right and wrong? Who are the rising competitors and what are they doing? AUDIENCE y y Who is our main target audience for content? Who is NOT? What does our target audience aim to do? What are their habits & preferences when it comes to digital content? What are the dominant trends affecting their behaviour? TARGETS y Which content will we produce? y How much of it? y y PRIORITIES y y Where are we credible now in delivering content that can help them? Where do we WANT to be credible? How do we define its quality and relevance What are our concrete targets for user activity with our content – and our measures of successful outcomes from that activity?
- 41. PERSONAS TO GUIDE CONTENT DEVELOPERS LEE KANG – THE EXPERT Lee is 45 years old and lives in Paris. He has a Ph.D. in economics, is a globally respected expert in his field and works as a policy analyst at the International Energy Agency (IEA). Lee spends large amounts of time studying topics in depth. Currently he is developing a blueprint for sustainability in the building sector. In addition to getting information from country reports and databases at work, Lee also reads industry publications such as Platts.com and global newspapers such as the Economist and the Financial times. Lee uses Facebook several times day and his Twitter account occasionally, perhaps 2 or 3 times a week. When working, Lee accesses the internet from a desktop PC at work, a laptop or PC while travelling and sometimes a tablet at home.
- 42. TONE OF VOICE AND STYLE GUIDES
- 43. CONTENT PLANS FOR CRISIS SITUATIONS y Build scenarios y Define crisis response roles & teams for content y Decide what happens to content, campaigns tone etc.
- 44. WHSMITH (UK BOOK RETAILER) POOR CRISIS RESPONSE
- 45. MANAGING CONTENT EFFECTIVELY STRATEGY EXECUTION AND OPTIMIZATION Focus on the right content… …and produce it effectively Content planning Analysis Vision & Goals Strategy Process definition Activity & channel definition/ refinement team Measurement/ evaluation Production and publishing
- 46. CONTENT FOOTPRINT OWNED SPONSORED EARNED BOUGHT Twitter Facebook Corp website Tumblr 3rd party blog Advertisement Product site Pinterest 3rd party editorial Advertorial Company blog YouTube Employee blog Intranet
- 47. NEWSROOM MENTALITY AND PROCESS
- 48. EDITORIAL STRUCTURE Editorial board Managing editor Section editor e.g. web Content producer Section editor e.g. Facebook • Define/refine content strategy & editorial plans • Approve budgets • Secure resources • • • • Define editorial plan Manage editorial process Allocate resources Assess performance Section editor e.g. Twitter • Define content ideas • Produce content Section editor e.g. news media/PR • Coordinate • Review • Publish
- 49. CONTENT PRODUCTION WORKFLOWS NO Editor: relevance suitable? YES YES YES NO Editor: timing suitable? Peer: quality suitable? YES Content produced Prior review needed? NO Publish
- 50. EDITORIAL CALENDAR PUBLISHING FREQUENCY AND COORDINATION
- 51. EDITORIAL CALENDAR PROVIDES A FRAMEWORK FOR CONTENT COORDINATION
- 52. CONTENT FOOTPRINT OWNED SPONSORED EARNED BOUGHT Twitter Facebook Corp website Tumblr 3rd party blog Advertisement Product site Pinterest 3rd party editorial Advertorial Company blog YouTube Employee blog Intranet
- 53. BE AGILE – AND RELEVANT y y y Oreos Twitter commercial responding to NFL Superbowl power outage Viral success
- 54. CULTIVATE COMMUNICATION AS A BASIC SKILL IN THE ORGANIZATION y Training y Platforms y Habit y Talent hunt
- 55. MEASUREMENT IS ABOUT DRAWING LINES TO ULTIMATE OBJECTIVES FOR CONTENT y Customer satisfaction y Lead generation y Sales volume y Market share y New customer acquisition y Awareness y Cost reduction
- 56. TARGETS AND PERFORMANCE INDICATORS ENABLE ANALYSIS AND MANAGEMENT KPIs should be: y Aligned with business and content strategy y Clear y Actionable
- 57. MEASUREMENTS SHOULD SUPPORT YOUR OVERALL STRATEGY Traffic metrics Website visits Support page visits Drivers Form completion rate Problem resolution rate KPIS Customer satisfaction rate Customer retention rate
- 60. Fikse
- 61. BUILD INSIGHTS FROM DATA AND TEST HYPOTHESES ABOUT OPTIMIZING CONTENT Develop ideas for improvement Implement changes Analyse data Collect data
- 62. CONTINOUSLY REFINE CONTENT STRATEGY BASED ON INSIGHTS FROM CONTENT PERFORMANCE Develop ideas for improvement Implement changes Analyse data Collect data Redefine goals Build KPIs
- 64. ELIMINATE CONTENT OF LOW RELEVANCE, FIX THE RELEVANT CONTENT THAT ISN’T PERFORMING Quality Relevance
- 65. BEGIN WITH BASIC DIAGNOSIS y Relevance to mission y Quality and quantity y Lean approach y Foundation
- 66. PROFESSIONALIZE CONTENT MANAGEMENT y Great content wins y Think like a publisher to succeed y Easy to begin