In fact, there is no seventh wave.Or, more specifically, the “seventh wave” could be any Ocean waves. There are bigger waves and smaller waves, but the patterns—despite their existence—are elusive.
Even so, great surfers can still feel that big waves are coming.
The same goes for content practitioners. I often talk to many excellent content practitioners.And these days, I hear a repeated theme: “It’s time Big idea Formed. “
Today, executives are more convinced than ever that content is a corporate strategic function. But they still don’t know how this all works. The waves passed by.
Own media assets (for example, websites, blogs, magazines, resource centers) are very important to enhance the customer experience. But companies have not yet fully grasped the knack of managing them as products.
Anna Griffin, Chief Marketing Officer of Enterprise Platform Smartsheet, Say During the company’s Engage meeting in October:
Our main responsibility for these two jobs is not only to ensure that all creators in our organization can provide high-quality content, but also to ensure that the content is effectively and efficiently produced by hundreds of different authors covering different topics in hundreds of workflows. And can be ready for distribution on a variety of different platforms: applications, the web, TV, streaming video, printed matter, mobile devices. All these efforts must be related to subscribers or customers who opt-in to our content.
But content practitioners can feel it. they know. They are rowing. They understand that 2021 is different. They knew that the high tide was coming.
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Content as a core business strategy
For the fifth consecutive year, the Content Marketing Academy has conducted 2021 Content Management and Strategy Survey Learn how marketers use technology tools to help create, manage, deliver, and expand corporate content and marketing.In addition, we studied how the content team uses people, Process, and technology Accurately locate and attract audiences, and provide a better and more valuable customer experience throughout the customer journey.
This year’s research provides some unique perspectives on our world Content as business strategy. 2020 is undoubtedly a unique and challenging year. This year’s study was conducted in April 2021. Although it is clear that the world is still dealing with the unprecedented destruction of COVID-19, we can see an increase in optimism and recovery.
But we can also see that the business environment is facing some lingering challenges. The way we live, work, and bring our products and services to the market has radically accelerated changes.
According to @Robert_Rose via @CMIContent, the 2021 Content Management and Strategy Survey provides a glimpse of the optimism and growth brought about by the accelerating changes in the way we live, work, and the market, as well as the lingering challenges. #the study Click to tweet
In general, the biggest gain is a fundamental feeling that a big change is coming.
Below are some of the results that jumped out to us and the questions they might ask you to ask.
Work hard to master the technology
Like last year (seemly every year), about 40% of respondents said their organization is not use Its existing content technology is realizing its potential.
According to @CMIContent’s 2021 content management and strategy #Survey released by @Robert_Rose, 40% of respondents said that their organization did not fully utilize the potential of existing technologies. Click to tweet
The top three reasons cited for this: integration issues (56%), lack of training (55%), and lack of communication about competence (50%).
We asked a new question about the changes in content management technology due to the shift to work from home caused by COVID-19:
- 67% reported little/no change and 33% reported severe/moderate change.
- 57% of respondents indicated that their organization strongly/moderately wants to add new content management technologies to adapt to the post-COVID-19 world; 43% indicated little/no desire.
This desire Add to The new technology is not surprising. Last year, we predicted that more collaboration solutions are needed to help content teams work remotely. As more and more companies need more and more content, this trend is accelerating.Growth Free web and content contributors Companies from all over the world have also put pressure on companies, asking them to understand how to participate and promote all the work done outside of the traditional corporate park.
This is about content experience
Following this technical issue, another finding indicates that the team is paying more and more attention to the content marketing platform (e.g. website, blog) they own instead of reaction Internal temporary request.
Consider the following: In 2020, we asked respondents to “point out the typical approach taken by content creators in your organization.” 43% chose “project-centric” (creating content based on internal requirements), while only 14% Of people choose “platform-centric” (creating specific types of content, such as blogs or videos).
In 2021, we changed the question to: “Which of the following best describes your organization’s current content operating model (that is, where does the content team spend most of their time, energy, and budget)?” Interestingly, half (50%) represents the “content product” model (focusing on content marketing platforms such as websites, blogs, magazines, resource centers, etc.), followed by 32% representing the “project/activity” model (as an internal operation) organization, responding to temporary internal requests) .
In our content operation consulting work with more than 30 clients in the past 12 months, I can tell you that although these numbers sound correct, there is another side.
Although we often see the focus shifting to direct-to-customer platforms (for example, publications, Improved website, Digital magazine, Resource Center), the content team is still under great pressure to increase content projects and temporary asset production. In short, many companies just add things to the grocery store checkout conveyor belt instead of rebalancing the charter of the content team.
Ready to surf
It’s time to get ready. All the accelerating changes that we started to see in 2020 are coming. The case is there. It’s time to take action. Here are some of the things we have seen that can help you catch up with the next wave.
1. Evaluate your content operating model
In the past 12 months, your content team has most likely been in classification mode-or it may have been.If your demand or production is too much bottleneck Or unable to Measure content effectiveness, Your content team may lack a clear charter and operating model.
In short, if you do not implement the standard, there is nothing to improve.
Evaluate your content team’s Current operating model And develop a route map for how to get to where you think you should be. The gap between where you are now and where you want should be a priority.
2. Eliminate silos in the customer journey
Anytime, anywhere, start using technology to connect digital experiences for your customers.Try to Go to the silo Your marketing department may now be a mountain that cannot be climbed.Instead, explore how your content technology connects to create a source of truth for your content Audience/marketing database. This alone will bring huge dividends. This is the first step for teams such as sales, marketing, demand generation, and brand teams to work together.
3. Manage all your own media assets, such as products
Your website, blog, resource center or digital magazine is as important to your customer journey as the products and services you put on the market-treat them. Every property owned is worth an executive editor and budgeted and measured as a digital product.
it’s time. Take your surfboard out, wax it, and draw it out. We must show our executive leadership that we have felt the huge wave and it is here. These waves are not new, but we can feel that the wave we are about to deal with will become the “seventh wave.”
It’s time to shoot curl.
Cover image courtesy of Joseph Kalinowski/Content Marketing Institute