The Case for a Chief Content Officer
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Every company does five things, develop a product or service, tell people about it, sell it, collect money for it, and write about it. The first four activities are usually the responsibility of either a VP or CXO level executive, while the fifth is virtually ignored. This presentation will talk about how to identify, organize, manage and leverage a company’s biggest hidden asset — its content — at a strategic level.
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The Case for a Chief Content Officer
- 1. The Case for a Chief Content Officer By Alan J. Porter
- 2. WHAT DOES YOUR COMPANY DO?
- 3. CREATES SOMETHING – A PRODUCT OR SERVICE – R&D 1.
- 4. 2. Tells people about it - Marketing
- 5. 3. Get’s people to buy it - Sales
- 6. 4. Collects the money for it - Finance
- 7. Creates Content - ??? 5.
- 9. 1. Identify 2. Organize 3. Manage 4. Leverage 4 STEPS TO LEVERAGE YOUR CONTENT AS A STRATEGIC ASSET
- 10. STEP 1. IDENTIFY AUDIT, AUDIENCE, LANGUAGE
- 11. Content Audit - What content do you produce now, where do you keep it, how do you use it, is it necessary, and what does it cost to produce? STEP 1. IDENTIFY
- 12. Who is the audience, today, and in the future? STEP 1. IDENTIFY
- 13. What about the language you use - is it costing you money, stalling projects, or even making you legally liable? STEP 1. IDENTIFY
- 14. STEP 2. ORGANIZE SILOS, CONSITENCY, PAIN
- 15. Content development silos - gain through collaboration. 2. Organize
- 16. Consistency saves you money. 2. Organize Clarity – Honesty - Finadabilty
- 17. Where are your pain points? 2. Organize
- 18. STEP 3. MANAGE STANDARDS, REUSE, ANSWERS, CUSTOMERS, TECHNOLOGY
- 19. Styles and Standards 3. Manage
- 20. Rewrite and reuse. 3. Manage
- 21. It's about answers not the documentation. 3. Manage
- 22. Your customers will add value to your content 3. Manage
- 23. Technology comes last. 3. Manage
- 24. STEP 4. LEVERAGE
- 25. STEP 4. LEVERAGE REVENUE, PR, COSTS, STRATEGY
- 26. Your content can be a revenue source. 4. Leverage
- 27. Good content wins customers 4. Leverage
- 28. Good content reduces costs. 4. Leverage
- 29. Develop a Content Strategy. 4. Leverage
- 30. Why you need a CCO.
- 31. WIKI: Grow Your Own For Fun And Profit. Published Oct, 14 th , 2010 Available on B&N.com; Amazon.com COMING IN 2011 “ The Content Pool” – How to leverage your company’s biggest hidden asset. Alan J. Porter – [email_address] / TheContentPool.com / @alanjporter & @4jsgroup
Notas del editor
- The answer is that it doesn’t matter what product or service you have – every company does FIVE things.
- Straw poll – who works at a company with either a CTO or someone at CXO-VP level with responsibility for product development?
- Straw poll – who works at a company with either a CMO or someone at CXO-VP level with responsibility for Marketing?
- Straw poll – who works at a company with either a CSO or someone at CXO-VP level with responsibility for Sales?
- Straw poll – who works at a company with either a CFO or someone at CXO-VP level with responsibility for Finance?
- Straw poll – who works at a company with either a CCO or someone at CXO-VP level with responsibility for Content Strategy? Content outlasts employees Content is how you interact with your market and your customers Without content it is impossible to do any of the other four things. Content is created across the company by many different people in different functions. – Everyone does it so no-one manages it. Content is the one place that a company’s IP rests yet it is often ignored and overlooked.
- No matter it’s size – every company is a publisher – from one-man shop to the largest multi-national . Largest publishers in the US are the government and Boeing. And publishing is not the sole purview of the Tech Doc dept
- Your content is your company's biggest hidden asset. Make senior management aware of its value – and the need for high level investment.
- You have to know what you have to start with. Go through every function and department – audit. * Marketing materials * Company Policy & Procedures * Manufacturing & Design documents * Technical documents * Training * Internal and external communications.
- Today's audience isn't the same as yesterday's and tomorrow's will be different too.- Changing markets, changing technologies, cultural changes and changes in expectations Different needs – Drug docs – 1m words for FDA 50 words for the label on the bottle. Are different functions developing content for the same audiences? – Think are sales, marketing, engineering, support all developing content for the customer – do they all use the same terminology for your products and its functions? Do the policies & procedures developed internally also apply to your vendor suppliers? – How about when you work with partner companies.
- Plain Language - Controlled languages - STE - Translation costs (IKEA example) “ In Taiwan, the translation of the Pepsi slogan “Come alive with the Pepsi Generation” came out as “Pepsi will bring your ancestors back from the dead.” In Chinese, the Kentucky Fried Chicken slogan “finger-lickin’ good” came out as “eat your fingers off”. A Chinese translation that confused the US-English “ground” with the UK-English “earth,” resulted in a transformer explosion and a $5M lawsuit. Failure to convert English measures to metric values caused the loss of the Mars Climate Orbiter, a spacecraft that smashed into the planet instead of reaching a safe orbit 12% of all IT projects fail because of ambiguous wording in requirements documentation
- Are you recreating the same info – pick a piece of data and track it through the organization – how many times is it recreated? – 32 story. Share knowledge – its the modern paradigm – Create once / use many – not just in Tech Docs but across the organization. WIKI stores – but other forms of social and technology interaction work too. Listen- Talk - Share
- Call a spade a spade, not a personal manual earth moving device. The recipe for success - Clarity, - Honesty, - Findability - Consistency
- Try and identify where your content is misused, or the wrong content is being used. Engineering drawings vs technical manuals on the production line Loss of knowledge that should have been captured – NASA and Saturn V
- Company styles and standards – good enough to help with consistency and messaging – not so strict that they get in the way of getting the job done and the message.
- Reuse and recycle content. 2 mins vs 7 hours info replacement. CPF vs CPR
- Your content should be about “How” first and “what” second
- Your customers will add value to your content. They know and use your products better than you - you cant test for customers creativity - let them contribute. Give them a voice, listen and respond
- People, culture, sociology, Process and solutions first - systems last. Throwing technology at a problem will not solve it if you don’t understand the problem and have a strategy to remedy it. Technology needs a business need – do not implement technology for technologies sake no matter how cool and trendy it may be.
- The strategic planner The muscle – the get things done The grifter – the sociologist The thief – systems analyst The hacker – technology Cross functional team that gets results.
- Think outside the box – Vegas carpets Tech manuals can be a profitable revenue source not an overhead. Different approaches – Boeing or Airbus People will pay for knowledge and information.
- Good content can answer questions and move prospects along the sales cycle reducing cycles and costs of sales. Happy customers talk about you - but so do unhappy customers
- Well managed content reduces internal costs Using right language reduces translation costs Structured content with meta date reduces GTM costs Support As much as 50%
- Your content is a strategi asset – treat it as such – not just the web site, or the user manuals , or the training – but everything – it all needs to work together.
- Because you are swimming in a sea of content – to leverage it you need someone with executive authority and insight. If everyone does it, then someone needs to manage it.If the company's IP rests in content then someone needs to be responsible for it.Content is a company's biggest hidden asset - someone should be accountable for it