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Ultimately, you can implement a content marketing program to welcome executives. In addition to starting a blog or Twitter account, make a strategy and use the actual plan. It understands the audience, how to meet their needs, and where to find them.

Fast forward … I started. You sweated. It has started. Your audience noticed and took action. Your strategy is working (for now) and your client / boss is happy. But before you put on your party hat, be aware of any possible troubles ahead.

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What could go wrong?

a lot. Internal dynamics can change when a fledgling strategy that no one cares about at first suddenly brings highlights and customers to your company. You may even be Canada Mobile Number looking forward to a growing interest in content marketing, a desire to expand your organization’s approach to other areas, or to see the wins build up faster.

Internal dynamics can change as the #contentmarketing strategy brings customers to your company. @ KLundT3 Click to tweet

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My agency believes these “hijackings” are occurring in two major ways. First, if you prove that content marketing is working internally, others in your organization may want to see that approach as a cure for what afflicts them and piggyback on what they’re doing. not. It’s a good sign when others want to join you, but it’s often done without thinking about integrated strategies and processes. As is often the case, marketers are keen to prove that content marketing is working. As a result, content teams use the data recklessly. That is, it bends and stretches data to meet your needs, rather than helping you improve your content and strategy.


Let’s take a look at each example and show you how to avoid (or fix) the problem.

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Dealing with hanger on

As your content marketing strategy gains momentum, other members of your organization will notice it and want to be part of it. But when they come from other departments, they often arrive with their own agenda, protocols, and even loyalty. Of course, they are more interested in their own initiatives than you, but competing priorities can lead to the creation of silos that conflict with each other. And that is the beginning of the trouble.


The problem begins when your #contentmarketing strategy gains momentum and other members want it. @ KLundT3 Click to tweet

What are the symptoms of the content efforts undertaken? Yes, frustration and bottlenecks, but what’s worse, inadvertently caught programs can undermine hard-earned success. We’ve seen cases where powerful and effective content marketing strategies are considered to have failed because the programs in the add-ons department have done their best.

Think of your content marketing program as running a kitchen at McDonald’s. In its early days, McDonald’s figured out ways to grow and serve everyone quickly, efficiently, and (probably) deliciously. Regular customers who wanted a hamburger didn’t have to wait more than a few minutes. We considered the placement of all stoves, refrigerators and fryer using an assembly line model that was born from the best practices of manufacturing at the time. Each step in the kitchen was carefully choreographed, reducing each customer’s ordering time by seconds or minutes.


The same is true for content marketing. Well-defined strategies and content marketing plans provide clear goals and instructions to implement. When someone in your organization gets excited about what you’re doing in content marketing and asks you to join you in some way, they’re an extra (and unwelcome) cook of kitchen sayings It seems that. Every time you add a component or program to your mix, it’s important to make it a cohesive part of your existing operations and strategies so that the whole thing works effectively.

First, take a step back and remember that content marketing strategies usually don’t belong to one person or one department. Nor is it a static document. Accept the positive attention your strategy is attracting, find ways to coordinate with others who want to participate in your work, and gracefully provide guidance to new groups.


According to @ KLundT3, coordinate your # contentmarketing work with others who want to participate and provide guidance. Click to tweet

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From high-level strategies for initiatives to editorial requirements, including voice tones, we have an onboarding process to educate new faces and teams. This can be a regular training session (shorter – less than an hour) each time a new contribution group joins the strategy.


If you realize that you need to transform your content marketing strategy through open conversation and transparency, that’s fine. The strategy should evolve. If changes are needed, it is important to advocate them.


It may be easy to change, but don’t make “change” synonymous with “doormat”. Make sure the people around you reach an agreement on a strategy with you. It also enforces “commander intent” about how things are done. If your content marketing strategy is clearly understood and everyone agrees, everyone is responsible for knowing what to do and how to do it. This reduces the risk of silos being fraudulent and disrupting your strategy.

 Once the #contentmarketing strategy is understood and agreed upon, everyone is responsible, says @ KLundT3. Click to tweet

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To adapt

When brainstorming with all stakeholders involved, either (1) stick to the old strategy and train new stakeholders, or (2) tweak it and bring everyone together on the same page. Decide whether to overhaul the key components in (3). Develop a strategy and retrain everyone on new strategies. This can be as extensive as redesigning your content marketing strategy for a new audience, or it can be as modest as revising your editing strategy to include new digital channels.


Whichever option you choose, it’s important to keep your ego on the door. Make decisions and discuss the best ways to move forward as a united front.

Data in service of the wrong master

Data is the lifeblood of a successful long-term content marketing strategy. But there is a right way to collect data, and there is a wrong way. And your young initiative needs all the help it can get, so it’s worth watching in this area-not to improve your efforts, but to defend at any cost. You may want to use the data for.

To understand the role that data plays, it is important that one person or team within an organization consider strategies collaboratively and holistically, rather than one at a time. I can’t give you just one best way to analyze your data (it doesn’t), but be aware of these bad practices.


Don’t look at the data in one content at a time. Take a look at the content data as a whole and advise @ KLundT3. Click to tweet

Data production.

When using data to validate opinions, it is anti-cooperative and can lead to biased decision making. How to find the problem? The data is taken from only one source and may be measured by one person. Measured without proper context and / or prone to errors and omissions. Each of these should raise the suspicion that the analyst is working for his or her own benefit.

Data without context.

Carpenters live according to the rule of “measure twice, cut once”. This also applies to content marketing strategies. Many companies measure once and cut regardless. No pause. The idea is, “The data shows X, so we need to do Y.” The problem is that hidden variables can influence the outcome. In the absence of joint interpretation of the data, false assumptions are often made, such as allowing yourself or other members of the team, including experts in your area of ​​study, to challenge the insights.


Premature data.

Marketers often make assumptions before a strategy takes hold and influences it. This leads to poor decision making. The pressure on marketers is huge to show results, but be sure to set realistic expectations among stakeholders about the time it takes for content marketing to bear fruit. In most cases, depending on your strategy and content channel, your data can be reasonably analyze in 6-12 months. Before that time elapses, use your data analysis skills to make fine adjustments and identify early problem areas.

Marketers make assumptions before the strategy takes root. This leads to poor decision making. @ KLundT3 Click to tweet

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Insufficient data.


A complete understanding of what you are measuring requires the ability to challenge multiple datasets, collaborations, and assumptions. By doing so, the data properly reflects what is actually happening so that the correct assumptions can be validatand the appropriate actions can be taen.

Lose the battle and win the war

As you can imagine, there is no silver bullet to prevent your content marketing strategy from being . At an early stage, maintain transparency and open communication with everyone who plays a role in the execution of the strategy. Build consensus and form allies. And take the time to understand your organization’s goals, without your own agenda getting in the way. Everyone can listen and when the ego is lft at the door, we can be in a better position to lead a productive debate about where we want to move our strategy next.

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