This provides a comprehensive introduction to our view on content publishing operations to support content marketing, demand management (lead nurturing), sales enablement and sales channel support initiatives.
It is the same content as the accompanying video.
Topics include: Why Content Publishing, Content Requirements and Challenges marketer face, How a Publishing Process differs from the traditional Production process marketers use, A Specific Content Project Example, A Model for Applying the Publishing Process to All Content Projects.
B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
Avitage Point of View on Content Publishing Operations - Slide version
1. WHY A CONTENT
PUBLISHING PROCESS
Corresponds to Video Version
Contains extensive builds with audio
Download and play as slideshow for best results
2.
3. • Content must be relevant to each buyer
and their situation, vs. “one size fits all”
• Content must educate, create a vision and
inspire vs. pitch features and benefits
• This means a dramatic increase in the
volume of content to create which breaks
down with traditional approaches
• We must reduce the burden on subject
experts (SMEs) and change their role in
creating content
• Content creation must become a planned
asset development and maintenance
process vs. an event driven, “one-and-
done” approach
• Content creation is moving from
centralized, “professional” creators to “new
producers” all over the organization and
beyond who must be supported to realize
quality, consistent and efficient results
• Organizations must flatten the cost
curve, especially if they apply traditional
approaches to new requirements
• Content must be created for sharing and
re-use at the “modular” level, not just as
finished programs
• Content must be flexible enough to be
used in multiple delivery channels.
Why a content publishing process?
New requirements and realities
5. “Re-orient your marketing thinking to guide prospects
through their education and discovery process by
understanding and presenting the exact information
they need at each step.”
Steven Woods, Digital Body Language
S T O R Y
Audience
Roles
Stages of
Buying/
Selling
Process
Competitive
Options
Industry
Differences
Specific
Needs and
Issues
Different
Use Cases
45 = 1024 “documents”
X 3-5 “touches”
6. Results in high volume of
content that threatens budgets
or content availability
7. Blogs
PR
Events
Speaking Engagements
Videos
Social Media
Webinars & Live Web Meetings
Mobile Delivery
Website / Landing Pages
Product / Solution Briefs
Emails / Email Campaigns
Research Reports
Case Studies
E-book / White Papers
Articles
Newsletters
Presentations & Briefings
Training
Customer Communications
Lead Nurturing
Lead Generation
Delivery Methods Purposes
8. 1. Quality
2. Time
3. Cost
4. Volume
5. Relevance
6. Maintain Share & Re-use
7. Foreign languages
Who will create this content?
Traditional production methods:
• expensive,
• require too much lead time
• result in single purpose, "point
productions“
The ad hoc crafts of individuals leads to
inconsistencies, variations in quality and
hidden costs.
WHY? New operational challenges
Must optimize ALL factors
9. How the "publishing operations
model" differs from the traditional
"point production" model
10. Create
Traditional, “Point Production” Process
Centralized, Outsourced, Event Driven, “Random Acts”
(Digital Asset Management)
Sales Marketing ChannelTraining
Finished Programs
Content Publishing Program
Re-engineer: Thinking – Process – Technology – People
Deliver
• Website
• Campaigns
• Events
• Training
• Marketing
• Sales
• Live
• On-Demand
Manage/
Deploy
• CMS
• Doc Mgmt System
• Mktg Automation
PortalPortalLMS
Manage/
Organize
Pre-produced Modular Communication Assets
PowerPoint – Audio – Video – Related Docs – Scripts
Organized by Functional Taxonomies
Traditional
Process
• Live
• On-Demand
Publishing
Process
11. Structured Content Publishing Program
Project Plan
Core Deliverables
Plus Content Extensions
Edit
Transcribe
Create “Content
Source”
Other content
SME in audio
Visuals
Acquire
Create
Visual support
Copy & Audio
Graphics
Delivery methods
Assemble &
Deliver
Tailor
Content Inventory
DAM
Organize Modules
Maintain
Deploy &
Database
Documented Content
Strategy, Plans, Proces
s &
Frameworks
Track, Measure
& Improve
12. Explain &
Prove
Value
Customer
Stories
Content
Categories
Attention &
Interest
Generation
Education
Nurturing
Support
Establish
Buying
Criteria
Competitive
Positioning
Technical &
Process
Explanations
Key Issues
& Themes
Message
Maps
By
Stage, Rol
es, Industr
y
Key
Customer
Proof Points
Develop
Core
Storylines
Value
Model
Align
Capabilities
to Causes
Key Buying
Criteria
Generic vs.
Differentiated
Value
How do you
message
value?
How do you
demonstrate
value?
Competitive
Landscape
Buying
Process
Customer
Questions &
Info Rqmts
Communication
Audit
Document
Stages
People Map
/ Personas
Beliefs
Urgency
Problems /
Causes
Segments
Ideal
Customer
Profile
Blueprint for content creation
Create for multiple use cases & formats
Prioritize content creation requirements
Clarify & identify gaps
Monitor & evolve over time
13.
14. Content Production Project
Mid Stage
• Lead Nurturing
• Educate
• Influence Criteria
Active Decision
• Sell
• Prove Value
• Explain Differentiation
Source for content narrative
- 2-3 hrs interview inputs
- 1-2 hrs review + edit
2- 4 pcs for early stage
2- 6 pcs for mid stage
4- 10 pcs for active stage x
3 + roles
10- 30 Content Elements
+ Multiple formats
+ Content Source
+ Re-usable modular
content + media assets
Output
Primary contributor / content creator
- Days of input
- Days of delay
1 finished “point production”
Output
Early Stage
• Lead Gen
• Attention
• Awareness
Buying Stage
Buyer Role
Buyer Role 1
Buyer Role 2
Buyer Role 3
From To
SME/Customer Inputs
• Product launch
• Marketing campaigns
• White papers
• Webinars
• Customer stories
• Events
17. CREATE &
PRODUCE
ASSEMBLE &
DELIVER
PLAN &
ACQUIRE
Manage
Organize &
Deploy
Separate content creation functions
Re-purpose, refresh & maintain
assets
Organize for use
case versions
18. FOR EACH CONTENT PROJECT
CREATE FOR MULTIPLE:
PERSONAS, STAGES, FORMATS
Press Play Button
19. Buyer Questions
Trends
Insights / Ideas
Best Practices
Applications
Business Case
---------------
POV / Vision
Solution Capabilities
Examples
Customer Stories
Compete / Compare
Value
Deployment
Status Quo
Priority Shift
Research
Options
Step Back
Validate
Choose
Buyer Roles
on the
People Map
Short text
Long text
Video
Graphic
Webinar
Collateral
Email, Landing
Page, Micro Site
Demo
Awareness
Understanding
Urgency
Buying Criteria
Preference
Referral
Decision
Behavior
ChangePersona
B2B Content Mapping Framework
Symptoms /
Causes
Implications /
Impact
Why Change?
Why Now?
Why You?
-------------
Strategic
Technology
Change Mgmt
Risk
Financials – ROI,
TCO, Cash Flow
Problems
/ Factors
Issue /
MessageStage Format
Outcome /
Action
20. Persona
B2B Content Mapping Framework
Symptoms /
Causes
Implications /
Impact
Why Change?
Why Now?
Why You?
-------------
Strategic
Technology
Change Mgmt
Risk
Financials –
ROI, TCO, Cash
Flow
Problems
/ Factors
Issue /
MessageStage Format
Outcome /
Action
Production Process
Buyer Questions
Trends
Insights / Ideas
Best Practices
Applications
Business Case
---------------
POV / Vision
Solution Capabilities
Examples
Customer Stories
Compete / Compare
Value
Deployment
Status Quo
Priority Shift
Research
Options
Step Back
Validate
Choose
CEO +
VP Mktng
Demand M
Field Mkt
VP Sales
Channel
LOB / User
Operations
Short text
Long text
Video
Graphic
Webinar
Collateral
Email, Landing
Page, Micro Site
Demo
Awareness
Understanding
Urgency
Buying Criteria
Preference
Referral
Decision
Behavior
Change
21. B2B Content Mapping Framework
Symptoms /
Causes
Implications /
Impact
Why Change?
Why Now?
Why You?
-------------
Strategic
Technology
Change Mgmt
Risk
Financials –
ROI, TCO, Cash
Flow
Problems
/ Factors
Buyer Questions
Trends
Insights / Ideas
Best Practices
Applications
Business Case
---------------
POV / Vision
Solution Capabilities
Examples
Customer Stories
Compete / Compare
Value
Deployment
Issue /
Message
Status Quo
Priority Shift
Research
Options
Step Back
Validate
Choose
Stage
CEO +
VP Mktng
Demand M
Field Mkt
VP Sales
Channel
LOB / User
Operations
Persona
Short text
Long text
Video
Graphic
Webinar
Collateral
Email, Landing
Page, Micro Site
Demo
Format
Awareness
Understanding
Urgency
Buying Criteria
Preference
Referral
Decision
Behavior
Change
Outcome /
Action
Production Process
Publishing Process
22. The Big WHY?
Must find a way to produce greater volume, faster, preserving
quality, accommodating relevance requirements, multiple
formats …
… but flatten your content creation cost curve!
Content
equals 35%
of
marketing
budget
20142013
Volume of
Content
Cost of
Content
Timeline
2015 2016
23.
24. Contact us at 508.397.7059
We would
welcome
an introductory conversation
Visit us at www.Avitage.com
Notas del editor
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Please don’t view this as a traditional video, rather as information sharing using audio with visual support[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{63E3D16D-8617-4900-B466-8BA0BF8E4BA4}}
New requirements and realities are causing organizations to shift their content creation process to adopt the best practice we refer to as the “content publishing process”. Buyers want content that is relevant to their particular role and situation, rather than one-size-fits-all content. Buyers want content that educates, helps them create a vision, make a business case and inspires, not traditional feature and benefit pitches. This is creating a dramatic increase in the volume of content required to satisfy these requirements. The traditional production process breaks down with these requirements. Organization after organization complain about the burden this places on their subject experts time and effort, especially if they are forced to become content creators. They want to reduce their role in this process. We believe content must be a planned, asset development and maintenance process. Marketing should build reusable assets that can be shared across the organization--rather than the traditional event driven point-production approach. As a result of these realities, content creation is moving from centralized, professional creators to what we call “new producers” throughout the organization. We hear organizations asking, “How do we support that effort so that we achieve the quality, consistency and results that we’re after?” These new realities and requirements can put a huge burden on the cost of creating content, especially using the traditional approach. Organizations need to flatten the content cost curve. To achieve this, organizations must create modular content that can be reused at more granular levels, as well as in finished programs. And, content must be flexible enough to be used in multiple delivery channels.[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{6D59265E-6507-42A4-BCDC-ABF12803412E}}
Content must be relevant[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{D7E61A96-36C7-4722-9DB3-9451C138C612}}
Results in high volume ofcontent that threatens budgetsor content availability[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{7ADF6165-5C18-481D-9EF7-397132742912}}
How the "publishing operations model" differs from the traditional "point production" model[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{C0C3BD37-8AE5-4E53-B62E-394C070FCE1E}}
Let's look at the difference between the traditional process and the publishing approach to creating content. In most organizations content is created and used in different functional areas, but typically the content is not shared, the processes for creating, managing and delivering content are different, and resources aren’t shared. This leads to inefficiencies and lack of reusability. The traditional point production process is typically centralized for each group--often it's outsourced. Generally, content projects are what IDG refers to as “random acts of content”. Hopefully there is some digital asset management system, although often if it's outsourced, we find that organizations don't do a very good job managing raw digital assets. The result of this effort is a set of finished programs. Finished programs are managed and deployed in training through a learning management system, in sales through some sort of portal, in marketing in a variety of ways: a content management system to the website, a document management system for the organization, perhaps marketing automation for lead generation and nurturing, and different portals--and the channel often has its own portal. Delivery of content is typically in the live and on-demand capacity, certainly for training, as well as sales. whether live in person or live over the web. Marketing have a variety of delivery methods for their websites, campaigns, and events. When it comes to the channel, the channel wants to do everything. They want to train their people, conduct marketing and they want sales and sales support. The publishing process changes the creation process, especially with a structured content publishing program. This requires reengineering: the thinking about the entire approach to content, the process, the technology and the people. Rather than build only finished programs, this approach manages and organizes content in modules that are ready to be assembled and delivered in a variety of different formats, such as text documents, PowerPoint, audio, and video; and this assembly might reference related documents, associated scripts and other key elements. These assets should be organized by taxonomies that make it easy for the groups and constituencies in each different functional area to find, access and then use that content. These modular assets can be subsequently turned into finished programs.[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{98D4CF27-2253-4BF3-A79F-955E2BAD1C00}}
Publishers separate the different activities that take place in the creation process. Content frameworks are quite literally the blueprint for creating content. This enables a team to leverage every project to create content for multiple purposes as well as multiple formats. As we plan each project, the frameworks help us prioritize the content we need. It identifies the messages we’re going to use. It also reveals message and content gaps. Because this is work in a very dynamic environment, frameworks make it a lot easier to monitor over time those things that are changing.[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{E3448D51-7C20-49BE-BB6B-8F28F222E23E}}
Jim Burns Intro[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{75101C01-D799-40AC-A599-3723FA433355}}
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The Avitage content publishing operations model separates and enhances 4 core functions of any content process: Planning & acquisition of key inputs to, the creation and production step, final assembly and delivery, and deployment and management. This is a high level summary of the kinds of changes required to fulfill on today's new requirements to support: lead gen and demand management, sales and channel enablement, and even training. By separating the core functions with better process support and deeper execution of each function, better results will be realized. Please see our explanation of the high level, universal planning activity we refer to as Customer and Content Frameworks that should be created at a company or business unit level prior to initiating specific content projects. Frameworks document common customer and messaging inputs that inform and support every content project. This lowers time, effort and variability of critical input factors. [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{64D744E6-96AC-41BD-931B-D56365487D3E}}
The first planning difference is the need to create not only the project's core content, but to create as many content extensions as possible. This part of planning decides what content to create. We explain the concepts of content extensions elsewhere. In this piece we want to show that these are important function activities that should be handled in a specialized manner. By applying Customer and Content Frameworks, the planning process defines how content should be created -- for example core: customer issues, themes, keywords or phrases -- among many, many others. Acquisition is a significant function that should be changed and expanded in most organizations. See our detailed explanation of this activity elsewhere. Our acquisition process provides critical subject or domain expert inputs to create content, without burdening subject expert's time and effort. This process enables production specialists in areas such as scriptwriting and storyboarding, graphic development, audio/video production and others to focus on their expertise. They don't have to spend significant time to become deeply knowledgeable about the subject for which they are creating content. In addition to deploying finished programs, this publishing process creates, deploys and maintains three "levels" of content: finished programs as most organizations manage today, but also the modular components that make up finished programs, as well as core digital assets such as images, graphics and audio/video elements. This makes it possible, indeed easy, to re-purpose and re-fresh source assets. Even video content can be maintained to extend useful life significantly. Most important is the ability to organize modular content into the versions of final deliverables required to meet the many use cases for each communication function of the organization: marketing, sales, training and the channel. We also elaborate on this elsewhere. By providing a database of source media as well as modular assets, front line business people can pull what they need and use preferred assembly and delivery tools for each content or communication objective. Content relevance is only achieved by those closest to the end viewer. And delivery by the front line improves timing, the ability to garner attention, and feedback, tracking and metrics. [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{23A6462B-441F-4519-AB92-3E1C3343E6AD}}
For each content project create content for multiple personas stages formats[Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{0BD922E7-155C-459E-A4D6-37784C05A615}}
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At this point you likely have a number of questions. [Enter any extra notes here; leave the item ID line at the bottom]Avitage Item ID: {{F1EEF396-3E84-45BA-945C-89EDF3798F3A}}
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