Executive leaders are critical thinkers, experienced decision makers, and relentless about only investing in things that will move the brand or organization forward. This posture intimidates some marketers who casually borrow the language of content marketing, but it shouldn’t. Instead, it should be an opportunity to win over the C-Suite to the value or content strategy.
The difference between a marketing professional who dabbles in content marketing and one who fully understands content strategy is the ability to translate organizational goals into concepts, concepts into ideas, ideas into tactics, and tactics into a system that can be defined, measured, and adjusted over time.
A good, effective content strategist understands and appreciates the fundamental value of every business: revenue creation.
Content strategists who embrace this focus less on the intrinsic value of creativity and turn their attention to how creativity and content can accelerate revenue gains for any brand, business, or cause. To find yourself in the midst of this tension is, indeed, a perfect opportunity for marketers to show how content strategy can do just that.
But a desire to make it happen isn’t enough. There must be a strategy and process in place.
Just calling something a content strategy doesn’t make it so. There are certain characteristics of a quality content strategy, at least one that will make the C-Suite get behind your efforts to use content to move the organization forward in defined and measurable ways.
A fully developed content strategy should ...
Account for all market segments. (Hint: This requires cross-discipline and cross-division cooperation.)
Define all buyer personas.
Identify all questions, obstacles, and needs of the people you want to reach.
Develop a style guide and brand voice to achieve consistency in all corporate communications.
Incorporate a variety of channels of engagement into the messaging process that match the native content consumption habits of each market segment.
Parse each message in the native strengths of each messaging channel.
Build in hard and soft metrics that measurage engagement.
Connect those metrics with key organizational goals.
Pursue greater efficiency and effectiveness in advancing revenue models through lead generation, cultivation, and conversation.
Implement accountability structures to adjust and adapt the content strategy as needed.
Stop wasting your time and the time of others trying to trade on the intrinsic value [sic] of content.
The value of content is only realized when it connects with the target audience in ways that are consistent with their native content consumption habits and causes them to take action.
Does your current content strategy have the substance to stand the test of the C-Suite?
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