42. âIn the coming decade, marketing will
be re-engineered from A to Z.
Marketers will need to rethink,âš
fundamentally, the processes by which
they identify, communicate and deliverâš
customer value.â
Philip Kotler, 1999
Kotler on Marketing
43. What has changed for marketing?
1.
Evolution of
customer
relationship
2.
Democratization
of content &
experiences
3.
Marketingâs
evolution in the
business
44. The disruption of digitalâŠâš
âRelationshipâ expectationsâš
have changedâš
Loyalty is to the approach -
not the product
1. The relationship has evolvedâŠ
45. The slow death of âreach
and frequencyââš
The ease of publishing
fosters âsmall marketingââš
Itâs the power AND the risk
of maintaining a brand
audience
2. Democratization of content experiences
46. Evolve beyond organizing
by technology & channelsâš
Marketing must be the
strategic differentiatorâš
We must adapt to create
value, not just describe it
3. Marketingâs evolution in the business
47. âThe purpose of business isâš
to create a customer. Theâš
business enterprise has âš
two - and only two - basicâš
functions: marketing andâš
innovation.
Marketing and innovationâš
produce results; all the restâš
are costs. Marketing is theâš
distinguishing, uniqueâš
function of the business.â
Peter Drucker, 1954
48. Nothing & Everything Has Changed
Marketing doesnât change contentâs purpose.
Content changes marketingâs purpose. âš
We delight and build audiences as a means
to evolve customers.
We not only describe value, we create it.
49. What Have We Learned?
Culture is still having breakfast.
But lunch may be coming. âš
Silos suck. But content-as-a-
function can unifyâš
9 out of 10 âdo contentâ but 3 out
of 10 feel good about itâš
Lack of strategy and a process is
single biggest gap 60% vs. 7%
50. âIf you canât describe what yourâš
doing as a process, you donât âš
know what you are doing.â
- W. Edward Deming
54. Donât Plan A Campaign - Create A Movement
INSPIRE: because facts donât
change beliefs
RECRUIT: one house, one street,
one neighborhood, one cityâŠâš
PLAN: youâre building a product,
not a project
56. Organize: Time To Focus The Effort
DEFINE: if itâs not real, it canât be
managed
WRITE: Document it. Refer to it
frequentlyâš
CREATE: the process for content-
driven experiences
57. Organize: Time To Focus The Effort
One leader
Central, dedicated team
Aligned to demand-gen
Media lab team
Creates content
Innovation focused
Small team
Runs single content initiative
Focused on data and insight
59. Manage: The Product of Content
If you start here, youâll already be behind.
MAP: stories and experiences. Simplify.
Reduce content. (yes really)
BUILD: content products, not campaigns
OPERATE: like a media company, not like an
internal agency
61. Measure: Content, Not The Teams
ASSESS: experiences. Donât mistake the
progress toward a goal, for success of the
platform
EVALUATE: experiences in context, not
separately.
BALANCE: your portfolio as you would
any investment
62. How Many Steps In Your Buyerâs Journey?
X100
2,800 km
X50
3,400 km
It is inïŹnite.âš
Stop mapping every step to
content. You wonât. And canât.
Instead, be remarkable at aâš
few strategic touch points.âš
Simplify.
63. The Buyerâs Journey Is Not A Guided Tour
Awareness Experiencesâš
(Feed interests and passions)âš
Nurturing Experiencesâš
(Build trust and change beliefs)
Loyalty Experiencesâš
(Illuminate shared values)