This document summarizes a presentation about content marketing strategies. It discusses Atomic Object's use of content marketing to build its brand and attract clients and employees. Atomic Object publishes a company blog called Atomic Spin with various types of content related to software development. The blog aims to provide useful information even to non-clients. Managing the blog requires substantial time from employees for content creation, editing, promotion and more. However, the blog has helped Atomic Object attract prospective clients and employees and has received recognition from peers.
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Michigan Marketing Minds - September 9, 2014 - Expressing Thought Leadership: Your Content Strategy
1. Michigan Marketing Minds -
Expressing Thought Leadership:
Your Content Strategy
September 9, 2014
2. The Three Keys to Modern Marketing:
Content
Content
Content
Michigan Marketing Minds
@ Ann Arbor SPARK
September 9, 2014
Moderated by:
Chris Kochmanski
DesignHub, Inc.
www.design-hub.com
3. Presenters / Panelists
Shawn Crowley
Vice President and Managing Partner
Atomic Object
Vi Kellersohn
Vice President of Marketing
PTC
11. Computerworld
Network World
Information Week
MIS Week
Datamation
Computer Decisions
Mainframe Journal
AS/X Systems
UNIX World
EDI World
Chain Store Age
etc.
etc.
12. Need any of these? Call us.
3270
3770
3780
SNA/SDLC
X.25
HLLAPI
etc.
etc.
43. The Three Pillars of SEO in 2013
1. Content
2. Links
3. Social
Jayson DeMers, forbes.com
44. “7 Essential Steps of SEO Success” (Danny Sullivan)
“The 9 On-Page SEO Elements You Need in 2014”
Google Search Engine Optimization Starter Guide
HubSpot’s “17 SEO Myths You Should Leave Behind”
45. If you do only ONE THING to help you get found online …
and this is a HUGE thing … it’s to
CREATE GREAT CONTENT.
People who CARE ABOUT that content will
FIND IT and VALUE IT. And then you’ll …
52. 52
PTC Recognized as a Global Leader
Technology solutions that transform the way you create, operate
and service products for a smart connected, world.
Strength Adoption Community
6,120
employees
2,060
employees in R&D
1,380+
service professionals
28,000
active customers
1,473,000
PTC Windchill Seats
1,988,000
total active Seats
750+
partners (including VAR, software,
hardware, service and training)
10 million
students trained through PTC Global
Academic Program
150+
sponsored FIRST® Teams
(For Inspiration and Recognition
of Science & Technology)
53. 53
Solid Business Results
$400
$350
$300
$250
$200
$150
$100
Total Revenue ($ millions)
Total non-GAAP operating profits* ($ millions)
% = YOY growth
$1,400
$1,300
$1,200
$1,100
$1,000
$900
$800
8%
16%
3%
8%
2010 2011 2012 2013
~3.2%
**2014
Guidance
* This presentation contains non-GAAP financial measures. A reconciliation between
the non-GAAP measures and the comparable GAAP measures is located in the
“Financial and Operating Metrics” document on the Investor Relations page of our
website at www.ptc.com. ** Represents FY14 guidance range.
Retail &
Consumer:
8%
Automotive:
12%
FY 2013 REVENUE BY REGION
Americas: 41%
Europe: 37%
AP: 22%
FY 2013 REVENUE BY VERTICAL
Life Sciences:
4%
Industrial Products:
30%
Federal, Aerospace
& Defense:
18%
Electronics &
High Tech:
18%
Other:
10%
54. 54
PTC Marketing Organization
Centralized Program & Services - Distributed Regional / Localization
Strategy,
Messaging,
& Content
(Assets)
North
America
Regional
Delivery
• Localization
• Sales enablement
• Events
• Owned media
• Earned media
• Purchased media
• Social media
• Corporate Communications
• Mkt Operations & Creative
• Program Development
• Content Strategy
• Positioning and messaging
• Mkt Campaigns
• Usage guidelines
EU
Regional
Delivery
APAC
Regional
Delivery
Japan
Regional
Delivery
56. 56
PTC Content Marketing Strategy
“Buyer” Focused
• Develop content to be used across the Buyer’s Journey
• Know Your Target Audience - Persona (s)
57. 57
Marketing Content Strategy Aligned to a Buyer’s Journey
Loosen the Status Quo
Acknowledge Pain
Explore Possible
Solutions
Commit to a Solution
Justify the Decision
Marketing Objective
Create awareness that there are
problems with industry processes
Align problems with business
issues & drive urgency
Investigate a category of solutions.
Help the buyer identify needs in
solving the problem.
Recognize they need this category
of solutions. Align solutions with
specific sets of business needs.
Make the Selection
Make the case. Provide financial
indicators that the project is worthy
of investment.
Validate / reinforce the choice.
Prove the best value.
Example Assets
Research-based report on best
practices for initiatives
Infographics
On-line diagnostic or checklist
Articles or Video introducing how
you can solve the challenges
Reference customer
Solution eBooks
Virtual Corporate visits
“Buyer’s Guide”/ Questions to ask
your solution vendor
Customer References
Total Cost of Ownership Comparison
Demos
58. 58
Persona Example: Engineering Executive: About Ed
• Profile
– Age 51
– Education: B.S. in Mechanical Engineering and Advanced degree in Engineering or Business
– At current organization for 7 years. In current position for 5 years
– Direct reports include ME, EE, SE and SW (also R&D in mid-market organizations)
– Global responsibility
– Reports to a VP or DVP in enterprise companies. Reports to EVP or President in mid-market companies.
• Insights
– He’s an engineer through and through…still reads his NASA Tech Briefs (North America)
– Keen understanding of the business value/bottom line his products deliver
– Works and leads cross-functionally to meet corporate expectations
59. 59
Persona Example: Engineering Executive
• Information Gathering
– Ed spends little time doing his own
research and information gathering
– Ed does stay abreast Engineering
issues and innovations by reading
publications he’s had since rising up
the ranks as an engineer
– Ed delegates research to his team,
relying on them to understand the
broader challenges and find creative
solutions
– Ed has little time or use for social
media
– He does attend events specific to his
industry and will attend events if he
can hear from his peers
• Insights
– We need to be marketing to the
managers and directors who report to Ed
– Our materials need to enable Ed’s reports
to speak the higher level business value
language so little translation or
interpretation is necessary as Ed further
educates upward
– Social Media is still important to us.
Although we may not reach Ed we still
need to influence the influencer
– Peer case studies and stories are
essential to demonstrate credibility with
Ed
61. 61
Integrated Marketing Campaign - Overview
Reputation Building Demand Generation Sales Enablement
Market Intelligence
Building awareness and
interest around a theme
using earned media, press
releases, blogs, analyst
briefings, SEO and
speaking opportunities.
The sourcing of leads for
Sales based on the theme
using email, inbound
marketing, trials, 3rd party
events, PTC events, online
advertising and
telemarketing.
Content provided to help
Sales progress leads to
close i.e. customer facing
presentations, battle cards,
competitive analysis,
analysts reports/rankings,
calls scripts and emails
templates
Building knowledge about targets & audiences using market research, database building
and persona research. This could also include customer advisor boards and councils.
62. 62
PTC Content Marketing Strategy
Content Repurposing
• Different Elements of Marketing Campaign
• Different Stages in the Buyer’s Journey
• Different Personas
• Different Formats
http://blog.hubspot.com/marketing/the-purpose-of-repurposing-content
63. 63
Content Repurposing Examples – Marketing Campaign
Reputation
Blogs
Earned Media
Vision video
Infographics
Event presentations
LinkedIn / Adwords
SEO optimized webpages
http://www.ptc.com/topics/smart-connected-products
64. 64
Content Repurposing Examples – Marketing Campaign
Web resource center Infographic to Summarize a Topic
http://www.ptc.com/topics/conflict-minerals
65. 65
Content Repurposing Examples
Demand Generation
Email campaign
Webcast
Events
Form gated value assets
Direct Mail
Tele-generation scripts
68. CONTENT MARKETING
Michigan Marketing Minds
September 9, 2014
Shawn Crowley
Vice President, Managing Partner - Grand Rapids
shawn.crowley@atomicobject.com
69. ATOMIC OBJECT
Atomic Object is a consultancy that designs and
creates web, mobile, desktop, and custom device
software products.
70. CONSULTANCY MARKETING 101
1. Attract and retain excellent
employees that can solve challenging
problems.
2. Attract and engage clients that have
challenging problems or opportunities.
71. CONTENT MARKETING
Our goal is to build brand awareness
by providing useful, high-quality content
to people even if they don’t do business
with Atomic.
72. VALUES ALIGNMENT
Atomic’s Value Mantras
● Teach and Learn
● Give a Shit
● Share the Pain
● Own It
● Act Transparently
73. CREATING OUR OWN FUTURE
We believe we attract the clients and
employees we want to work with by
sharing our learnings, perspective, and
passion.
74. ATOMIC CONTENT MARKETING
Open Source Tools
Presentations
Atomic Spin
Great Not Big
Crain’s Detroit Business
Tutorials and Best Practices
http://atomicobject.com/pages/Software+Commons
https://github.com/atomicobject
http://atomicobject.com/pages/Presentations
https://spin.atomicobject.com
http://greatnotbig.com
http://www.crainsdetroit.com/section/blogCarlErickson
http://atomicobject.com/pages/Resource+Lab
76. BUILDING A SUCCESSFUL BLOG
12/2004 - Spin launched.
7/2010 - We get serious. All employees (27 at the time) required to blog
monthly. This was not easy...
6/2012 - Atomic hires first Marketing Coordinator. Lisa edits, SEO checks,
and schedules posts. First publish 5/week, then 7/week.
5/2014 - Establish guidelines for Spin post topics. Posts must be directly
useful to one of our marketing targets (clients or job candidates). No more
posts like "How to choose a digital camera," "Why I love Uber," etc.
8/2014 - Lisa begins requesting specific, client-focused posts from
employees.
77. SPIN HYPOTHESES
1. Current and ongoing content and SEO value
for marketing and sales.
2. Attract clients and employees that think like
us.
3. Promote introspection and refinement.
78. ATOMIC SPIN CONTENT
Diverse content related software product development and
company culture:
● Atomic Business Practices
● Resources for Clients
● Project and Team Management
● UX & Design
● Development
● Platforms & Languages
79. PARTICIPATION STRUCTURE
Everyone in the company participates
Marketing coordinators edit and
manage publishing schedule
Publish one new post every day
81. QUALITY
Lisa Tjapkes - Atomic’s marketing coordinator
Manages the Spin’s quality and
structure
Reviews and edits every post for
structure and grammar
Manages guidelines about what
type of content can be published
Identifies gaps and opportunities
and recommends ideas for posts
82. DISCOVERABILITY
SEO
1. Use Google Keyword Planner (https://adwords.google.com/KeywordPlanner) and
conversations with the author to choose a target Keyword Phrase.
2. Use that keyword phrase in the URL, SEO title, and SEO description. We have a
WordPress plugin that allows us to add an SEO title and description.
3. Improve SEO title and SEO description with search users in mind. Create titles and
descriptions that are engaging and informative.
4. Add keyword phrase to article text and section headers where possible.
Social Media
1. Share though Atomic’s social media channels.
2. Author’s share via their personal social media channels.
83. TIME COMMITMENT
Content Creation
2013 - 1356 hours
2014 - 849 hours so far (1255 hours projected)
Editing, Promoting, Managing
500 hours/year
89. RESULTS
Useful content for internal teams
Useful content for sales and customer education
Blog is cited by prospective clients and employees
Blog is recognized by peers
Contacted and used by aggregators
90. BEYOND SPIN
Website redesign with better client
resources
Newsletter
More intentional focus on open
source tools and presentations
92. Next Michigan Marketing Minds
Program:
Marketing Turnaround: Domino’s
Pizza
With Tim MacIntyre
Notas do Editor
Our success starts with our employees, customers and the community we have built around the PTC brand.
Give the audience a sense of the size of PTC.
1/3 of our employees are in R&D
PTC also has a large services organization because we have process expertise to help extract the most value
There are about 100K manufacturing companies total, and 27K used PTC in some capacity.
Our success with customers has translated into financial success for PTC.
Highlight #1: Success Rate
For FY13, PTC showed an average growth rate of 3 percent, total revenue of $1,297M, and a total non-GAAP operating profit of $286M. We are one of the fastest growing, large software companies out there. We are a safe company to do business with, a strong company, even after the 2009 economic slump staying profitable.
Highlight #2: We are a global company, just like our customers PTC does more revenue outside the US than it does within the US. PTC’s employees are spread worldwide also. Customers who are trying to implement global capabilities they are going to need a global company to partner with who has resources virtually everywhere they do. That is PTC.
ABOUT ED (Psychographic Profile)
Ed is a seasoned engineering executive with broad responsibility in a high pressure environment. He has extensive experience, having risen up through the engineering ranks after starting as a mechanical engineer, with more responsibility and direct reports at each level. Ed has advanced his career by moving through several other organizations and changing jobs due to market conditions or as a means of advancing his career.
In Enterprise level companies, Ed may report to another VP or Divisional VP, as formal titles often change to reflect the size of the company and/or engineering organization. In Mid-market sized manufacturers, Ed often reports to an Executive VP or the President of the company.
Insight: What does all this tell us about Ed and his peers? Having risen up from the engineering ranks, we may find that Eng. Executives also may have interest in the technical details of our solutions and products. While we should not shy away from using engineering terminology when discussing the business drivers the focus of the discussion should remain on helping them make the business case for the technology or process transformation, not on the features and functions of the technology itself. It is by providing additional “business value” that we will help him continue to advance. The technical details are available from our website and pre-sales teams if the Exec has an interest or need for specific functionality.
Information Gathering
Ed’s schedule doesn’t leave much room for research and information gathering. As a result, Ed doesn’t read many publications and doesn’t regularly visit industry or vendor websites. Ed may read some engineering publications, including NASA Tech Briefs, specifically to stay on top of innovations. When Ed needs information or a new solution, he delegates the research to his team. Ed’s team researches and gathers relevant information, and meets with Ed to educate him and makes recommendations. Ed is still the decision maker but he relies heavily on his team.
Insight: Because Ed doesn’t frequently read publications or visit sites – we have to look at circulation lists and registration lists to insure that they include not only Eng. Executive titles as targets but also those of individuals with direct reporting roles to Eng. Executives. To make it easier for Ed’s team to bring information to him we have to provide content that will resonate with Ed not just his staff, that’s information on business value and business need. While Ed’s team of directors and managers may have responsibilities for tool selection, they need to provide Ed with the business case for those tools more so than the feature and function specifics of the tool. Therefore the materials we promote to Engineering audiences will be targeted to Ed even though the path to him getting that information may be through someone on his team bringing it to him.
Software design and development consultancy founded in 2001 by our CEO Carl Erickson
Organic growth in Grand Rapids MI through 2012 by hiring great people when we connected with them
Expanded to Detroit in 2012 and Ann Arbor in 2013
$7.2 million in revenue 2013.
~$9 million in 2014
49 employees
When it comes to marketing, our focus if fairly simple...
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We use many marketing tactics and content marketing marketing is one of them...
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Content marketing is aligned with Atomic’s values...
Content marketing allows to live our values of “Teach and Learn” and “Act Transparently”
We can create our own future through content marketing...
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Atomic employs many content marketing tactics...
Open Source, Presentations, Tutorials and Best Practices - Design, Technical, Project Management, Product Management content
Atomic Spin - Atomic’s company blog
GNB - Carl Erickson’s (Atomics founder and CEO) blog for sharing ideas about building and running a software development company
Crain’s - Carl Erickson guest blog about software and technology
Focus this talk on building a structured content generating machine, Atomic Spin...
Building a successful blog is not easy
For Atomic, it took a significant cultural change initiative...
We knew spin was a good idea
We didn’t take spin seriously until 2010
CEO set the vision. Everyone helps market (Share the Pain value mantra)
Not readily accepted. Needed lots of evangelism.
Quarterly company meetings included slide on who did and didn’t meet the requirement
Senior Atom’s on Atomic’s board committed to help (limited success)
Eventually built infrastructure to help keep people on track
Tracking, quality, and management significantly improved upon hiring a marketing coordinator
Went through the painful change because we had some beliefs...
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We also wanted to have a diverse set of content...
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Our current participation structure is stable and simple...
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We have infrastructure to keep us on track...
Blogging status radiator on right side of KPI radiator
Email reminders 10 day, 3 day, late (asking for accountability)
Lisa, our marketing coordinator, ensures we publish quality content...
Reference slide...
Lisa also helps make sure our content is discoverable...
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Creating a content engine like spin does require a significant amount of time...
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Some people are faster at writing posts than others...
Hours have been normalized.
See there are some outliers.
Our posts per year have increased since we started taking spin seriously...
Notice what happened in 2010
Posts level off because we backed off once a month requirement and set pace at publishing one post per day as a company.
Our traffic has followed a similar trend...
Traffic is up overall, but all content is not created equal...
Normalized, rounded, logarithmic scale to show outliers.
Some posts go off the charts when they trend on Hacker News or Reddit
Our traffic sources show the results of our SEO efforts and the quality of our content...
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We have achieved the results we desired...
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Aggregators: WSJ, developer email blast, Hacker News, Reddit
We are now focused on bring more discipline to other content marketing tactics...