Building the Bridge to Become a Company Creating Intentional Content at Scale
Sep 3, 2015
In order to win with content, you must not only create content persistently; you need to continually push both the quality and quantity of the content.
Marketing Change Management, or MCM, is the process of making changes to marketing organizations so they can effectively meet the new demands that content-centric programs create. So often, companies fail to keep up with the beating of the content drum. They fail to meet the demands of quality and quantity in order for their content to actually work. This results in multiple false starts and wasted resources despite the best intentions.
Meeting the demands of both high-quality and frequent content
To have the process, capacity and people to produce effective, valuable and worthwhile content, you must evolve your internal organization so that you can create intentional content at scale and measure its effectiveness. In most cases, a company doesn’t have all the right skills and capabilities to accomplish the task.
How to get there from here
To get across a river, you must build a bridge. And to build a bridge, you not only need tools; you need knowledge about how to use the tools. Many types of experts are needed to ensure the final structure is safe – material engineers, mechanical engineers, process engineers, geologists, marine scientists, etc. They all work together to ensure the end product (a bridge) works.
You need to bring in outside experts to help build the bridge between the organization you are and the one you want to be, to take you from a company struggling to keep up with the demanded pace and quality of content to a content marketing juggernaut. With the right mix of internal and external resources, you’ll be able to meet the demands of high-quality content at a rapid pace and measure its success.
One company’s need for a bridge
Problem was, the marketing group who was tapped to make this happen wasn’t geared up to create narratives and assets from those storylines – and they certainly weren’t ready to do this at scale. They were set up to manage the campaigns that their ad agency handed to them. They needed a “bridge.”
Building the bridge
In the case of this major credit card, there was a lot that needed to happen and change. Among the many steps, they started with customer experience. What was the experience of their customers? What was the customer journey to becoming a new customer and resolving issues once they were seasoned customers? In order to determine the answers, the company needed to bring on new skills and create new processes.
Their next step was to take the individual elements of the customer journey and break them down into individual narratives they could use to illustrate, through blog articles or videos/animations, that their service was highly competitive if not outright superior. Again, they needed to figure out how to allocate resources (internally and externally) to get those high-quality stories told and how to get them out into the marketplace.
They ended up determining the necessary process and capabilities to bring on to fill the gaps in order to build the bridge from one side of the cliff (cannot do what we want to do) to the other side (we have a working model to produce modern marketing at scale with a smart mix of internally and externally-distributed resources.)
Considering other options
In some cases, it makes sense to not build a bridge, but rather dig a tunnel beneath. A century-old European outerwear brand decided they were going to try to do something different in creating awareness and driving demand for their notable coats and scarves. They knew they needed to modernize their approach to consumer marketing and, in their plan, they needed to “in-source” some elements of their marketing they’d always left in the capable hands of their agency partners.
To dig this tunnel, they filmed their designers and manufacturers in the field, highlighting the pride that goes into the product. Instead of the usual print advertising and 30-second spots, they created the capabilities internally to take smaller, individual videos online and not take the brand on the same path to the same place it had already been. This different route tunneled underneath convention and got noticed. But it meant they needed to make internal changes to plan, shoot, edit, post and amplify a new type of content, every week.
Turns out the tunnel worked. Their investment in new capabilities, tools, processes and priorities cost the brand about 1.6 million British Pounds in the first year and contributed to an increase in sales 35 times that investment.
Outside experts can help you build a bridge from one side (what you are as a content-centric organization) to the other (what you want to be as an organization)
Organizations can benefit immensely by working with an outside partner to help set the organization up and pilot the initial program with the long-term plan being to design organizational autonomy into the strategy. As a result, they’re able to cross the bridge once it’s built.
Learn more about the Marketing Change Management group.