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17th October, 2013

CONTENT MANAGEMENT:
EVERYONE’S A PUBLISHER
CAN YOU COPE WITH IT?
WHY PRODUCE CONTENT?

y 

Customer satisfaction

y 

Lead generation

y 

Sales volume

y 

Market share

y 

Awareness

y 

Trust

y 

Cost reduction

y 

Etc
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
Social
media

Search
engine

Offline
activities

Intranet

WEBSITE

Own
publications

Blogs

News media

Videos
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
In a world where everyone
is publishing, how is your
content going to stand out?
Gerry McGovern
AGENDA

y 

Great content wins

y 

But many find it difficult to do

y 

A few pointers on how to cope
GREAT CONTENT WINS
BUILDING RELATIONSHIPS DEMANDS A HOLISTIC
APPROACH TO CONTENT

Build awareness

Build loyalty

Build enthusiasts

Bought media

Owned media

Earned media
The single most important
thing websites can offer their
users is content that those
users find valuable.
Jesse James Garrett
author, The User Experience
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
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
48 HOURS
SIEMENS /ANSWERS: HUMANIZING A
TECHNOLOGY AND INFRASTRUCTURE COMPANY
SIEMENS/ANSWERS DELIVERS CONSISTENT
CONTENT ACROSS ALL CHANNELS

m.siemens.com

siemens.com

Owned media

Sponsored media
SIEMENS /ANSWERS STORIES PROVIDE CONTEXT
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
MASSIVE SUCCESS FOR SIEMENS

43 million

impressions

3.4 million
story views

300,000

viewers per
month

33%

completion
rate

Won 6
awards
JOURNEY: COCA COLA’S OWN MEDIA
COMPANY
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
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
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
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
NORRØNA: AN OUTDOOR GEAR COMPANY
REACHING OUT WITH A VARIETY OF CONTENT
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
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
COMPANIES STRUGGLE
WITH MANAGING CONTENT
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
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
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%
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%
“At our company, such
oversight exists only on
paper, but not in practice.”
Web Effectiveness Survey respondent
ANALYTICAL GAP

y 

Understanding content performance

y 

Making a business case
A FEW POINTERS ON
DEVELOPING EFFECTIVE
PUBLISHING SKILLS
STEAL WITH PRIDE FROM LEADING PUBLISHERS

y 

Mission & focus

y 

Measurement & optimization

y 

Develop organization and process

y 

Culture and skills
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
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?
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
ANALYSIS AND ASSUMPTIONS BEHIND THE
CONTENT STRATEGY
y 

BUSINESS STRATEGY

y 

COMPETITION

y 

BRAND STRATEGY

y 

PRIORITIES

y 

AUDIENCE

y 

TARGETS
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?
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.
TONE OF VOICE AND STYLE GUIDES
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.
WHSMITH (UK BOOK RETAILER)
POOR CRISIS RESPONSE
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
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
NEWSROOM MENTALITY AND PROCESS
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
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
EDITORIAL CALENDAR
PUBLISHING FREQUENCY AND COORDINATION
EDITORIAL CALENDAR PROVIDES A FRAMEWORK
FOR CONTENT COORDINATION
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
BE AGILE – AND RELEVANT

y 

y 

y 

Oreos
Twitter commercial
responding to NFL Superbowl
power outage
Viral success
CULTIVATE COMMUNICATION AS A BASIC SKILL
IN THE ORGANIZATION
y 

Training

y 

Platforms

y 

Habit

y 

Talent hunt
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
TARGETS AND PERFORMANCE INDICATORS
ENABLE ANALYSIS AND MANAGEMENT
KPIs should be:
y 

Aligned with business and content strategy

y 

Clear

y 

Actionable
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
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
Fikse
BUILD INSIGHTS FROM DATA AND TEST
HYPOTHESES ABOUT OPTIMIZING CONTENT
Develop ideas for
improvement

Implement
changes

Analyse data

Collect data
CONTINOUSLY REFINE CONTENT STRATEGY BASED ON
INSIGHTS FROM CONTENT PERFORMANCE
Develop ideas for
improvement
Implement
changes

Analyse data

Collect data
Redefine
goals

Build KPIs
Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?
ELIMINATE CONTENT OF LOW RELEVANCE, FIX THE
RELEVANT CONTENT THAT ISN’T PERFORMING
Quality

Relevance
BEGIN WITH BASIC DIAGNOSIS

y 

Relevance to mission

y 

Quality and quantity

y 

Lean approach

y 

Foundation
PROFESSIONALIZE CONTENT MANAGEMENT

y 

Great content wins

y 

Think like a publisher to succeed

y 

Easy to begin
Geoffrey Igharo
geoffrey.igharo@creuna.no
@geoffreyigharo

© Creuna

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Content management Frukostseminar: Everyone's a Publisher. Can you cope with it?

  • 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
  • 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
  • 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
  • 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
  • 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