“How to Develop a Content Strategy that Works”
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Content MArketing World 2011 “How to Develop a Content Strategy that Works” Jonathan Byerly, Director – Online Content, Dell Two years ago, Jonathan decided to make content strategy a “personal crusade” at Dell. Now, as Dell’s Director of Online Transformation for Public & Large Enterprise Marketing, Jonathan is putting content strategy front and center in the Dell.com redesign process. In this session, Jonathan will go through all the steps that Dell followed in putting together a Web content strategy that works, complete with takeaways and actionable next steps
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“How to Develop a Content Strategy that Works”
- 1. Content and the Complex Sale#DellCMW Jonathan Byerly Director- Online Content @jonathanatdell
- 2. A good idea can completely change things The results Dell is a Fortune 50 company serving consumers and businesses around the world. The idea Let customers have exactly the system they want, without paying the middle-man
- 3. Good ideas can change Dell, too Substance How content strategy has changed Dell.com 3 Structure Circulation Conversation Governance Delivery
- 6. Campaigns and dell-speak in navigation
- 7. Multiple destinations for the same topic
- 8. Random page connections, lots of orphans
- 9. Lots of outdated content
- 13. Navigation & copy based on customers
- 14. Consolidated destinations for topic
- 15. Fresh contentTomorrow: Bringing the content to you
- 16. The challenge: Selling solutions online 5 I’ll take two virtualizations and a side of cloud, please ORDER HERE
- 18. The solution sale happens offlinePre-Sales Post Sales Evaluation Sales
- 19. Substance Words of value and quality, presented for easy consumption 7 Substance Relevance, Voice, Search-optimized, Purpose-driven Structure Circulation Conversation Governance Delivery
- 20. Style and relevance – “Educational marketing” The “Trusted Advisor” Helps clients make better decisions Consultative, personal Provides decision frameworks Is “in the know” Current on market trends Distills important insights Tells it like it is Avoids “sales pitches” Provides relevant information, No geek speak 8
- 21. Content types vs Customer buying process Confidential 9 4/6/2011 The subject and type of content needed changes through the buying process Pre-Sales Post Sales Evaluation Sales
- 23. The challenge is common in your industry
- 24. Address this challenge with our solution
- 26. They are good for these solutions
- 27. You need these solutions to address your challenges
- 28. These challenges cause you pain
- 29. We understand your pain
- 30. The challenge is common in your industry
- 31. Address this challenge with our solution
- 33. Structure Helping users build a mental map of the content 12 Substance Circulation Conversation Structure Information architecture “Conceptual architecture” Standard copy architectures Governance Delivery
- 34. What is a solution, anyway? 13 Business Intelligence Support Virtualization Graphic Design Green IT VMWare Academic Reasearch Efficient Enterprise Archiving Encryption Networking Systems Mgmt Security Life Sciences Server Consolidation Oracle Disaster Recovery Database Email IT productivity High Availability Clustering Workstations Power to Do More Storage Healthcare Windows Retail Servers Regulatory Compliance ERP Cloud Outsourcing Storage Area Network iSCSI Converged Infrastructure SQL Law Enforce Application Development Deduplication Consulting SAP
- 35. What is a solution, anyway? 14 Campaigns feature Dell capabilities and expertise in a point-of-view messaging framework Partners provide specialized capabilities Support Needs categorize customer pain points that must be addressed Services perform tasks for a desired outcome Oracle Disaster Recovery Consulting SQL Regulatory Compliance Outsourcing SAP Green IT Security VMware Application Development IT productivity Windows Solutions Solve problems with Dell services and technology High Availability Clustering Business Intelligence Efficient Enterprise Archiving Graphic Design Deduplication ERP Server Consolidation Encryption Technologies provide the tools to solve problems Industry Verticals have distinct needs and vocabularies Systems Mgmt Workstations Healthcare Converged Infrastructure Storage Retail Servers Power to do More Academic Research Storage Area Network Database Cloud Life Sciences iSCSI Email Law Enforce Networking Virtualization
- 36. New Dell.com learn architecture Flexible campaign layer presents solutions content in context & structure of campaign messaging Solutions Experience provides multiple paths to showcase solutions, leading to consistently organized technology & industry resource centers Purchase path features relevant solutions content on every product page 15 Solutions By Tech By Partner By Service By Need By Industry Systems Technologies Product Details Campaign Industries Configurators
- 37. Personae: Speaking to different users on the same topic Business decision maker: “What is this and why should I care?“ “Let’s talk dollars and cents” “Solve my problem” IT decision maker “Why is Dell so smart?” “How can Dell make me smarter?” “Let’s talk technology trends and long term strategy” Key Evaluator / Project lead “Am I going to work 80 hour weeks on this project?” “I know how to solve this problem, if only my boss would listen” “Let’s geek out on technology, performance and architecture” IT operator “How do I use this stuff every day” “I’ve become an expert with your competitor, why change now?” “I want to get ‘into the weeds’ to understand” 16
- 38. Technology “Blueprint” standardizes learn experience 17 Consistent table of contents modularizes message, creates predictable role-based structure for end users, and a content coverage guide for marketers Messaging on these category pages defines Dell’s position on, and provides standard vocabulary for the technology Documents (leaf level, white papers, brochures, videos, etc) is organized and maintained created to support these categories, using the current language on the pages Content “pool”
- 39. One storytelling architecture for all technologies 18 Blade Solutions Cloud Computing Collaboration Converged Infrastructure Database Desktop Computing Exchange High-Performance Computing Linux Mobile Computing Networking Power & Cooling Storage Systems Management Unified Communication Virtualization - Client Virtualization - Server Windows Server 2008 Workstations
- 40. Governance Substance Keeping the strategy consistently implemented 19 Structure Circulation Conversation Governance Control Process, Planning, optimization Delivery
- 41. The key to success:Balance Grassroots and executive mandates Executive Mandate Policy Simplicity Enforceability Broad communication Use executive mandate to Force collaboration Define clear roles Control voice & vocabulary Use grass roots approach to Develop & champion new approaches apply strategy on per-project basis. Training Momentum Voice & vocabulary Tactical consistency Shared Vision Role Definition KPIs Evangelism Persistence Proof of concept “Internal Outsourcing” Education Interpretation Research Subject-matter expertise Grass Roots 20
- 42. Messages for the messaging team:We don’t do messaging; you don’t do online Messaging is not the same thing as web copy Brief us! You will be edited! Message architecture is not the same thing as information architecture We love your message, but it does not define the site structure Using new terms for old things may be exciting marketing, but it sucks for search I know our name symbolizes our differentiated approach, but does anyone else know that? 21
- 43. Internal Outsourcing: The agency concept Digital Librarian posts all documents to dell.com Writes short and long descriptions Applies all necessary metadata tags Pushes documents through workflow to publish Chief consultant on site map for paid search programs Provides Tag requirements and queries for data driven pages The writer creates the web copy Search optimized Written for the web WE DON’T DO MESSAGING Creative Design Creates all graphics and merchandising pieces 22
- 44. Metrics to Optimize the experience 23 Constant monitoring of sites within dell.com for lead gen effectiveness Total unique visitors (bubble size) Site conversion (vertical axis) Form conversion (horizontal axis)
- 45. OK, we have a website.Now what? 24
- 46. Different channels for each stage in the funnel Static Real time 1: . 1:1 8 Scale Interaction
- 47. The content circulation matrix A customer can enter your funnel at any stage in their decision process The earlier they do, the higher your margins
- 48. Define goals for each cell in the matrix Dell.com Solutions Systems Technologies Capabilities Needs Verticals Marketing Automation
- 50. Respond to market events
- 51. Tie current news to your product set
- 52. Presence on 3rd party sites
- 56. Blogging
- 57. Presence on Networking sites (LinkedIn, Facebook)
- 61. Market content drives awareness & mindshare of Dell’s innovative solutions capabilities Showcase expertise Cover the right areas Be results-oriented Industry and technology news, including competitive response Market events with a Dell PoV Participation in high-visibility conversations Provide deeper insights related to dell activities, beyond PR team’s capacity Search Optimized Heavily hyperlinked Higher visibility than the competition Solutions & Services portfolio tied to customer and industry needs Thought leadership from Dell Partners that provide valuable content Expert opinions Competitive differentiation Peer recommendations Case studies 30
- 62. Identify and target key influencers to ensure that our presence is impactful... 31
- 63. Delivery Playbook Balance of content types over time TL Editorials Comments Mix across social sites according to priority Create variety of assets to keep Dell posts fresh Listening Marketing interface Prioritize Sync with production team on expert usage Share relevant articles among team Identify experts Internal 3rdparty Perform content curation RSS Industry sites Social listening tools Core team/ Network On dell.com Off of dell.com Writing Editorials Blog Posts Tweets Video scripts Review Editing Approval Alignment 32
- 65. Editorial reactions to market and technology news
- 66. Select responses to specific viral topics
- 67. Dell POV on issues
- 68. Dell SMEs
- 69. Dell leadership
- 70. Dell thinking on trends, new developments, or industry impacting events
- 72. Quick reactions to market and technology news
- 73. Dell POV
- 74. Mix of responses and dell promotion/linking
- 75. Journalism Team
- 76. Recycled content
- 77. Curated content
- 78. “First to publish” strategy demonstrates leadership
- 79. Drive traffic through links back to dell.comCasual conversation 33
- 80. Leverage multiple delivery models to balance value & scale Highly portable, viral potential Increase scale by re-purposing original Dell content High Enter the discussion when Dell is not the focus Original Aggregated Topical, related, linkable to dell Recycled Value portability Editorial Limited portability Curated Low Production Scalability High Low Dell.com Content source Dell 3rd party 34
- 82. post story on third party site
- 83. Story has links to other dell content
- 84. by-line refers reader to writer’s site
- 85. Writer’s site aggregates their blogs and tweets from multiple locations is “Sponsored by Dell”
- 86. tweet in personal Dell account
- 87. Re-tweeted in Dell Enterprise twitter
- 88. Writer also tweets about dell.com content and provides curated 3rd party contentThird party business forum or blog YouTube Slideshare Market Response Twitter DellEnterprise Twitter Enterprise efficiency Dell SME site Dell.com Solutions Systems Technologies Capabilities Needs Verticals
- 89. KPIs to measure impact of circulation strategy 36 Goal: Decision maker mindshare of Dell as innovative solutions provider Mindshare: Strong presence in all channels Relevance: A clear message that resonates Action: Provide a clear path to next step C A C
- 90. Conversation Content in real-time 37 Substance Structure Circulation Conversation Expertise Strategic Actions Individual brand Governance Delivery
- 94. Challenges aligned to key Dell PoV’s
- 96. Reward with points and recognition
- 97. Badging system
- 98. Strong Twitter presenceProactive Engagement User Generated Content Reputation Management
- 100. Weekly technical chats with SMEs
- 101. Posts regular blogs on Inside Enterprise IT
- 102. Maintains massive interactive twitter following
- 103. Feeds content via RSS to LinkedIn group
- 104. Participates in third party forumsThird party tech forum Linked in grp TechCenter Twitter USER COMMUNITY Inside Enterprise IT Dell.com Solutions Systems Technologies Capabilities Needs Verticals Marketing Automation
- 105. Decision-maker community: Enterprise Efficiency 41 Confidential community of business technology leaders and executive decision makers—including CIOs, analysts, consultants, and other IT-involved professionals— to share ideas, insights, observations, and best practice. Objectives: Grow the community via social sharing, collaboration, promotion, and new engagement opportunities (discussion areas, debates, chats) Drive traffic to dell.com Lead Generation Show Dell POV and link back to Dell content to convert to sale or continue learning. Engage / Build trust www.enterpriseefficiency.com
- 107. Weekly radio talks and debates with analysts & thought leaders
- 108. Staff of industry writers
- 109. Maintains massive interactive twitter following
- 110. Feeds content via RSS to LinkedIn and facebook groups
- 111. Guest writing on 3rd party forums
- 112. Linkbacks to dell.com everywhereThird party forum Linked in grp Facebook page DellEnterprise Twitter Enterprise efficiency Dell.com Solutions Systems Technologies Capabilities Needs Verticals Opportunity: closing the deal
- 115. Leverage well received responses in others
- 116. Recognize trends in questions, issuesDell Storage forum Dell & Partner SMEs EBC presenters Client virt forum Dell & Partner SMEs EBC presenters Converged Infr. forum Dell & Partner SMEs EBC presenters
- 117. The results Industry’s best B2B website Leads are up 100% Y/Y Over half of B2B traffic now goes to Solutions On trajectory to grow 400% by end of year No one debates content strategy anymore! 44 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
- 118. Top Ten Takeaways Inventory your online properties using the content matrix. Do you have the right content in the right places? Engage customers in earliest phases of decision process for largest rewards Provide customers with educational content for each “cell” Invest in your writers’ personal brands. Their reputations build your brand. Tie all of your properties together with KPIs so they function as an ecosystem. Structure content around personae: What do they need, how do they talk? Message architecture is not the same as site architecture, and messaging is not the same as copy The easiest way to win a governance dispute is to do it your self Use a combination of content sources to provide customers with an ongoing stream of content, and use freeware tools to syndicate it The most overlooked link in the content value chain is closing the deal. 45
- 119. Thank you! 46
Notas do Editor
- (real or implied- Kristina hadn’t written her book yet, and the intuition was here, but this is the story of the strategy that has evolved over time)Let’s take the journey
- Dell.com is undergoing massive transformation, and this time, we’re doing it the right way. It starts with the content.Before I go on, though, I want to make sure that I am not providing any false impressionsI talk like we’re done, but we’ve really only just begun. We have critical mass, so you can see the impact today, but we have a long way to go, and dell.com is only the beginningIt’s not just my vision. There are hundreds of really smart people involved in this process, from technology selection, to UX design, to page template design, to many to call out. My focus is content. Content is my passion, and content touches all of these things. You might think that some pieces of this presentation belong in other places. You’re right!. The elements of content strategy are totally intermingled.
- Dell.com was optimized to transact hardware salesThe solution sale is completely different, and ultimately happens offline
- Commentary:NOTE: Facilitator – present the ScopeNOTE: Dell Executive – present the SPReE EffortNOTE: Facilitator – present the Buying ProcessSpend 10-15 minutes on this frameworkWe are leveraging the process mapping which has been done globally and other resources to get to this Buying Process and the Future ViewThis is the Draft process flow of the buying process from the customer’s perspectiveThis is a generic flow and is agnostic of the internal Dell sales processThis should be high enough level that it covers the general path of a buying process for most situations, especially the sale of technology/solutions/servicesThis is meant get them thinking before we cover the touch points in more detail in Section 4.0 and understand where their role primarily acts within this processAlso helps to frame questions in later sections the deckThe customer buying process was developed through a variety of sources and is aimed at showing a high-level view of a generic customer buying process for technology, services, and solutionsThe GREEN areas can be mapped back to the SPReE scope, while the BLUE areas may have only limited or no application to the Sales Process Re-Engineering effortConversation: Walk through the customer buying process as seen in this flow with a focus on the customer experienceMake the graphic real by walking through a basic example of the buying process (ex. buying a mouse, iPhone, corporate example, etc.)Ask participants if they think there are any high-level gaps in this conceptual flowQ) What types of purchases is each role responsible for?Q) Where do you see your roles aligning?Q) What roles do you interact with?If they ask about something – i.e. Contracting – relate to them that this is a Draft and ask them:“Where do you think it would be found?”Consider an example – i.e. buying a Computer Mouse.Definition of Areas:Idea - The customer has an idea for a solution. Search - The customer researches possible solutions, providers, and costs.Choose - After analyzing any available data and options, they will choose what to buy- or not to buy anything at all.Pay - The customer is ready to buy. An order and payment terms are submitted to a provider. Receive - The solution is received by customer per previously agreed terms with provider.Use - Customer begins to use their solution.Enhance - Post-sale activities such as education and modifi-cation, occur as customer choosesResolve - Ongoing post-sale relation-ship activities such as warranty, service and support, occur as needed by customer.
- Commentary:NOTE: Facilitator – present the ScopeNOTE: Dell Executive – present the SPReE EffortNOTE: Facilitator – present the Buying ProcessSpend 10-15 minutes on this frameworkWe are leveraging the process mapping which has been done globally and other resources to get to this Buying Process and the Future ViewThis is the Draft process flow of the buying process from the customer’s perspectiveThis is a generic flow and is agnostic of the internal Dell sales processThis should be high enough level that it covers the general path of a buying process for most situations, especially the sale of technology/solutions/servicesThis is meant get them thinking before we cover the touch points in more detail in Section 4.0 and understand where their role primarily acts within this processAlso helps to frame questions in later sections the deckThe customer buying process was developed through a variety of sources and is aimed at showing a high-level view of a generic customer buying process for technology, services, and solutionsThe GREEN areas can be mapped back to the SPReE scope, while the BLUE areas may have only limited or no application to the Sales Process Re-Engineering effortConversation: Walk through the customer buying process as seen in this flow with a focus on the customer experienceMake the graphic real by walking through a basic example of the buying process (ex. buying a mouse, iPhone, corporate example, etc.)Ask participants if they think there are any high-level gaps in this conceptual flowQ) What types of purchases is each role responsible for?Q) Where do you see your roles aligning?Q) What roles do you interact with?If they ask about something – i.e. Contracting – relate to them that this is a Draft and ask them:“Where do you think it would be found?”Consider an example – i.e. buying a Computer Mouse.Definition of Areas:Idea - The customer has an idea for a solution. Search - The customer researches possible solutions, providers, and costs.Choose - After analyzing any available data and options, they will choose what to buy- or not to buy anything at all.Pay - The customer is ready to buy. An order and payment terms are submitted to a provider. Receive - The solution is received by customer per previously agreed terms with provider.Use - Customer begins to use their solution.Enhance - Post-sale activities such as education and modifi-cation, occur as customer choosesResolve - Ongoing post-sale relation-ship activities such as warranty, service and support, occur as needed by customer.
- (real or implied- Kristina hadn’t written her book yet , so real or implied)Let’s take the journey
- We asked our customers to group them- The results were insightful, but not as definitive as we would have hopedInsights Solution vs Service classification is frustrating as top-level nav lots of different ways to group information, very few clear majorities How they grouped them aligned woth their roles
- How do you get 100000 employees to agree?
- (real or implied- Kristina hadn’t written her book yet , so real or implied)Let’s take the journey
- Let’s take the journey