Content Ideas And Development (Stories From The Bottom Up)

Content Ideas And
Development
(Stories From The
Bottom Up)
Case Study, Concepts, and
Debatable Ideas
Kenny Ong
Unilever Network Malaysia & Singapore
http://totallyunrelatedrandomanddebatable.blogspot.com/
Updated Version 2015

2
Branding today…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009

3
Domino’s GPS Tracker

4
€50 Billion
Worldwide sales in
2011
2 billion people
Use Unilever’s products
Each day worldwide
400 Brands
Sold in 180 countries
167,000 employees
Work for Unilever
130YEARS & STILL GROWING

5

6
Agenda
Business
ChannelTarget
CONTENT

THE REAL GOAL OF
MARKETING AND BRANDING
Understanding our role in the whole scheme of things

8
What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman
“Retention and Loyalty are useless if
No Conversion is happening.”

9
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”

10
What is the Objective?
1.Comm = Relationship (something like
Dating)
2.Comm ≠ Media glitz
3.Comm ≠ ATL/BTL/BwTL/ArTL/FTL
4.Comm ≠ CSR
5.Comm ≠ Social Media
6.Comm = Get more people, to buy
more, more frequently, at higher prices

11
Agenda
Business
ChannelTarget
Content

THE BUSINESS MODEL
The biggest impact

16
The McPlaybook*
Make it easy to eat
• 50% drive-thru
• Meals held in one
hand
Make it easy to prepare
• High Turnover
• Tasks simple to learn
& repeat
Make it quick
• “Fast Food”
• Tests new products
for Cooking Times
Make what customers want
• Prowls market for new
products
• Monitored field tests
*Adapted from: Businessweek , Februrary 5th 2007

17
What is the Business Model?
USP
Market
Discipline
Profit Model
•Google
•Tata Nano

18
USP
Market
Discipline
Profit Model

19
Business Model: USP
Unique Selling Proposition (USP)
=
Targeted Customer
=
Core Buying Purpose/ Customer Value
Proposition/ Job To Be Done (JBTD)

20
Business Model: USP
“The Product is Not the Product”
• What is the customer really buying?
• What is the “Core Buying Purpose”?

21
Business Model: Profit Model
Revenue
Cost
Margin
Cash
Flow
Assets

22
USP
Market
Discipline
Profit Model

23
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy
• Cost
• Convenience
• TCO
• Features,
Benefits
• Limited
Range
• Solutions
• Customization
• Breadth &
Depth

24
Market Discipline
"They are the most innovative"
"Constantly renewing and creative"
"Always on the leading edge"
"A great deal!"
Excellent/attractive price
Minimal acquisition cost and
hassle
Lowest overall cost of
ownership
"A no-hassles firm"
Convenience and speed
Reliable product and
service
"Exactly what I need"
Customized products
Personalized communications
"They're very responsive"
Preferential service and
flexibility
Recommends what I need
"I'm very loyal to them"
Helps us to be a success
Product
Leadership
Operational
Excellence
Customer
Intimacy•ULCC
•LV
•Ramly

25
Operational Excellence
(low cost producer)
Ref: The Discipline of Market Leaders, Michael Treacy & Fred Wiersema; 1995
Product Leadership
(best product)
Customer Intimacy
(best total solution)
Alignment & Consistency:
Market Disciplines

26
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
Market Disciplines

27
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
Market Disciplines

28
Operational
Excellence
• Competitive price
• Error free, reliable
• Fast (on demand)
• Simple
• Responsive
• Consistent
information for all
• Transactional
• 'Once and Done'
Customer Intimacy
• Management by
Fact
• Easy to do
business with
• Have it your way
(customization)
• Market segments
of one
• Proactive, flexible
• Relationship and
consultative
selling
• Cross selling
Product Leadership
• New, state of the
art products or
services
• Risk takers
• Meet volatile
customer needs
• Fast concept-to-
counter
• Never satisfied -
obsolete own and
competitors'
products
• Learning
organization
Disciplines, Priorities, and KPIs

29
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
Alignment & Consistency

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(low cost producer)
Product Leadership
(best product)
Customer Intimacy
Alignment & Consistency
HP well-balanced
portfolio, mass
customization
Acer super lean
cost structure,
aggressive pricing
Apple powerful
products, premium
pricing, limited range
Still Doing
well in
2009/2011

31
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
Market Disciplines: Hardware
Samsung well-
balanced portfolio,
mass customization
‘Locals’ super
lean cost structure,
aggressive pricing
Apple powerful
products, premium
Still Doing
well in
2012-
2013

32
(low cost producer)
Product Leadership
(best product)
Customer Intimacy
Market Disciplines: Technology
Google well-
balanced portfolio,
mass customization
Amazon super
lean cost structure,
aggressive pricing
Apple powerful
products, premium
Still Doing
well in
2012-
2013

33
Business Model
USP
Market
Discipline
Profit Model

34
Agenda
Business
ChannelTarget
Content

UNDERSTANDING THE TARGET
The power of targeted communications

37
Understanding the Target

38
Target: Decision Chain
Influencer
Buyer
User
Again: different type,
different strategy

39
Market Penetration Overview
• “Crossing the Chasm”
Resistant to taking up new
product (prefer ‘safe’ route)
1. Need to attract the
Early Adopter (willing
to try) group first via
neutral and niche
products
2. The Mass market will
follow once they see
early adopters joining
3. If company does not
innovate or has weak
retention plans,
customers will leave

Men vs. Women: Getting Dressed

42
Content for WHO?
Age
Gender
Location
Language
Interests

43
What does the Customer
want?
* Treacy & Wiersema, The Discipline of Market Leaders, 1995
Product/Service Attributes Relationship Image

44
want?
Product/Service Attributes
Price
Quality
Time
Selection
√
√
Smart
Shopper
Relationship Image
Operational Excellence: Quality and selection in
key categories with unbeatable prices

45
want?
√
Brand
Time
Function
√
√
Best
Product
Relationship Image
Product Leadership: Unique products and services
that push the standards

46
want?
√
√
√
√
Service Trusted
Brand
Relationship Image
Customer Intimacy: Personal service tailored to
produce results for customer and build long-term
relationships
Relations

47
Go-To-Market: Different Customers,
Different Methods
Self Reliant Need Help
Seek
Change
Seek
Stability
Searchers Collaborators
Streamliners Delegators

48
Different Methods
Seek
Change
Seek
Stability
•touch and feel
•‘first’ to know
•Talk to technicians/experts
•pros and cons, trends, lots
of info
•Offer choices
•Online resource
•innovations, new stuff

49
Different Methods
Seek
Change
Seek
Stability
•Minimize risk
•Standardization and
consistency (routines)
•Wants systems to follow
their habit

50
Different Methods
Seek
Change
Seek
Stability
•Treats Store Personnel as
consultants
•Pilot projects, process
improvements
•Co-discover new
applications for existing
business/products
•Ongoing coaching and
value-added services

51
Different Methods
Seek
Change
Seek
Stability
•narrow choices
•Pre-package, pre-select
(default)
•Make it easier to renew
than to cancel
•Focus on a specialty
(niche)
•Honesty, reliability, Trust

52
Agenda
Business
ChannelTarget
Content

RIGHT TOOLS, RIGHT TIME,
THE RIGHT AUDIENCE
The power of targeted communications

54
Marketing Mix Trends

55

56
1. Email is still the best tool
2. SEO (Google PageRank) is the key
3. Blogs increase SEO
4. Press Release with pictures
5. Event Marketing is powerful
6. Social Media budgets will 2X
7. Customer Testimonials
8. Visual and Video

57
The Unfortunate World of Social Media

58
Things to note about Social Media
• Social Media ≠ Sales Weapon
• Social Media ≠ Media Weapon
• Social Media ≠ Direct Marketing
There is no Silver Bullet

59
So What’s the Use of Social Media?

60
The Right Tools for the Job
Reach of Communication
Quality/Intensityof
Communication
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
Mass Traditional, In-
home, Out-Of-Home
Mass Unconventional
Mass Online

61
Quality/Intensityof
Communication
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
Mass Targeted
Conventional
Mass Targeted Online
E.g. Annual Reports,
Analyst Briefings, IR
Roadshows, IR Website

62
Quality/Intensityof
Communication
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass
Individual Targeted
Conventional
Individual Targeted
Online
Contests
One-on-One

63
Quality/Intensityof
Communication
Personal
(exp)
Personal
(info)
Impersonal
(info)
Individual Mass

64
OPTIMIZING YOUR CONTENT

65
Optimize Your Content (1)
•intro
•conclusion
•cover page+

66
Optimize Your Content (2)
+

67
Agenda
Business
ChannelTarget
Content

CONTENT MARKETING 101
Back To Basics

69
Do you face any of these problems
with Content Marketing?
 Coming up with ideas/topics/titles ideas?
 Creating original content?
 Nobody sharing your content on social media?
 Low levels of referrals to your website from
social media?
 Visitors not staying long on your website?

70
Who can do these?
1. Eye for good story -> shared on social media & drive
traffic
2. Entertain -> emotional attachment
3. ‘Stickiness’ -> improves SEO.
4. Click-through -> create great headlines
5. Quality content -> quality and originality
6. Non-salesy content -> commercially-neutral content &
maximum value to the reader.
7. Meet deadlines -> on-going activity
8. Stay within the law

71
Content ≠ Media

72
Content = Journalism

73

74
http://money.cnn.com/2013/11/25/technology/katie-couric-yahoo/

75
SCIENCE & ART OF STORY
TELLING
Inform. Inspire. Entertain

76
Inform.
Inspire.
Entertain.

77
What Do You Want Them To….
Think?
Feel?
Do?

78
What Do You Want Them To….
Think?
Feel?
Do?

79
Story Telling in Hollywood
Good Films Bad Films

80
Story Telling in Hollywood

81
8 CLASSIC STORYTELLING
TECHNIQUES
By: Ffion Lindsay

82
By: Ffion Lindsay

83
By: Ffion Lindsay

84
By: Ffion Lindsay

85
By: Ffion Lindsay

86
By: Ffion Lindsay

87
By: Ffion Lindsay

88
By: Ffion Lindsay

89
By: Ffion Lindsay

90
By: Ffion Lindsay

91
By: Ffion Lindsay

92
Content Marketing Success Probability (%) =
Timing
x
Relevance
x
Understandableness
x
Actionableness

93
End Notes

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Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report

95
Which Company?
American Customer Satisfaction Index (ACSI)
• 64 out of100-point scale: lower than IRS (Tax)
• 2nd last among 30 companies surveyed
• Lowest 5% among 223 companies surveyed
• Bottom 5% of all measured private sector
companies
• 500 million customers
2010 American Customer Satisfaction Index
(ACSI) E-Business Report

96
Popularly Unpopular
Popularity
≠
Affection

97
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
Sergio Zyman

Thank You.
soft copy of slides:
http://totallyunrelatedrandomanddebatable.
blogspot.com/

Content Ideas And Development (Stories From The Bottom Up)

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