Building Global Content Marketing Teams
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The document discusses three main issues facing global content marketing: content and channels, teams, and tools. It notes the challenges of inconsistent branding, poor customer experience, and wasted efforts without proper coordination across these areas. For teams, it emphasizes the need for strong leadership, clear roles, cultural understanding, and communication. For tools, it highlights limitations in supporting multiple languages/alphabets and ensuring content is appropriate for different countries. For content and channels, it examines tailoring what is created and distributed based on regional differences.
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Building Global Content Marketing Teams
- 1. Building a Successful Global Content Marketing Team Rebecca Lieb Industry Analyst Altimeter Group
- 2. Safe Harbor Safe harbor statement under the Private Securities Litigation Reform Act of 1995: This presentation may contain forward-looking statements that involve risks, uncertainties, and assumptions. If any such uncertainties materialize or if any of the assumptions proves incorrect, the results of salesforce.com, inc. could differ materially from the results expressed or implied by the forward-looking statements we make. All statements other than statements of historical fact could be deemed forward-looking, including any projections of product or service availability, subscriber growth, earnings, revenues, or other financial items and any statements regarding strategies or plans of management for future operations, statements of belief, any statements concerning new, planned, or upgraded services or technology developments and customer contracts or use of our services. The risks and uncertainties referred to above include – but are not limited to – risks associated with developing and delivering new functionality for our service, new products and services, our new business model, our past operating losses, possible fluctuations in our operating results and rate of growth, interruptions or delays in our Web hosting, breach of our security measures, the outcome of any litigation, risks associated with completed and any possible mergers and acquisitions, the immature market in which we operate, our relatively limited operating history, our ability to expand, retain, and motivate our employees and manage our growth, new releases of our service and successful customer deployment, our limited history reselling non-salesforce.com products, and utilization and selling to larger enterprise customers. Further information on potential factors that could affect the financial results of salesforce.com, inc. is included in our annual report on Form 10-K for the most recent fiscal year and in our quarterly report on Form 10-Q for the most recent fiscal quarter. These documents and others containing important disclosures are available on the SEC Filings section of the Investor Information section of our Web site. Any unreleased services or features referenced in this or other presentations, press releases or public statements are not currently available and may not be delivered on time or at all. Customers who purchase our services should make the purchase decisions based upon features that are currently available. Salesforce.com, inc. assumes no obligation and does not intend to update these forward-looking statements.
- 3. Our Panelists Kyle Lacy (Moderator) Director, Global Content Salesforce Marketing Cloud @kyleplacy Carlos Abler Leader, Online Content Strategy, 3M @Carlos_Abler Todd Wheatland Head of Strategy King Content @ToddWheatland Rebecca Lieb Industry Analyst Altimeter @lieblink
- 4. Track: Marketing Thought Leaders #CNX14 The need for content is universal.
- 5. But content needs are diverse, unique to language and culture.
- 6. Three Issues Facing Global Content Marketing •Content & Channels Teams Tools
- 7. Risks Inconsistent brand messaging Poor customer experience Frustrated employees Duplicative efforts Wasted time & money
- 8. Teams
- 9. Teams • Organizational Model • Executive leadership • Corporate vs. Regional • Roles, resources • Training, Governance • Internal & external stakeholders • Cross-functional needs • Communication barriers • Empowering local practitioners • Invest in ‘indigenous’ translators
- 10. Content is also bigger than any single department
- 12. “Over half of my organization is responsible for content.” - Melissa Tarleton, Executive Director, Marketing at Dell
- 14. Tools
- 15. Tools • Content stack evolution (tool limitations) • Mutli-lingual, multi-alphabet – don’t rely on translations! • CMS, DAM integrations • Content expirations by country • Country-specific barriers (e.g. firewalls, regulations, privacy) • Overlapping capabilities, risk for redundancy, costs
- 17. 40% of the content marketers we surveyed report that the lack of inter-departmental coordination is leading to disparate tools used.
- 19. Content & Channels • What to create, where • What should or should not be disseminated globally • Primary channels by country • Cultural variations in content consumption • Cultural variations in effective tactics (e.g. Influencers, Search, Paid, Syndication) • Measuring results at an international level
- 22. Three Issues Facing Global Content Marketing •Content & Channels Teams Tools
- 23. “Content is a team sport. All the content has to work together; all the groups need to work together.” –Karen Pate, VP, Content Strategy at iCrossing
- 24. Thank You Jessica Groopman Senior Researcher @jessgroopman Rebecca Lieb Industry Analyst @lieblink Altimeter Group provides research and advisory for companies challenged by business disruptions, enabling them to pursue new opportunities and business models. Disclaimer: Although the information and data used in this report have been produced and processed from sources believed to be reliable, no warranty expressed or implied is made regarding the completeness, accuracy, adequacy or use of the information. The authors and contributors of the information and data shall have no liability for errors or omissions contained herein or for interpretations thereof. Reference herein to any specific product or vendor by trade name, trademark or otherwise does not constitute or imply its endorsement, recommendation or favoring by the authors or contributors and shall not be used for advertising or product endorsement purposes. The opinions expressed herein are subject to change without notice.
- 25. Our Panelists Kyle Lacy (Moderator) Director, Global Content Salesforce Marketing Cloud @kyleplacy Carlos Abler Leader, Online Content Strategy, 3M @Carlos_Abler Todd Wheatland Head of Strategy King Content @ToddWheatland Rebecca Lieb Industry Analyst Altimeter @lieblink
Notas del editor
- Key Takeaway: We are a publicly traded company. Please make your buying decisions only on the products commercially available from Salesforce.com. Talk Track: Before I begin, just a quick note that when considering future developments, whether by us or with any other solution provider, you should always base your purchasing decisions on what is currently available.
- use org for content, orchestration, problems companies have rolling out globally
- Content activities include touch marketing, communications, social media, community, IT, creative, agency and vendor relationships, customer service, product groups, PR, and possibly dozens of other internal and external stakeholders. While this need often originally arises on content’s front lines, i.e., communications or social media divisions, content’s reach exceeds far beyond these departments to embrace the enterprise as a whole, particularly marketing, advertising, community, CRM, R&D, IT, knowledge management, and PR.
- Content must be executed correctly for it to be effective across the marketing ecosystem, as well as across the broader enterprise. Yet content marketing in digital channels is relatively new and therefore poorly understood. It also requires that marketers look around the corner to what the future will bring. In addition, content is bigger than one department. It spans multiple functional groups within and outside of marketing, including CRM, IT, HR, and knowledge management. As a result, brands cannot yet clearly articulate their content marketing needs to the hundreds of content marketing vendors competing for their business, with new vendors emerging all the time.
- problems companies are having (firewalls in china, linguistic, alphabet problems, CMS, DAM, image expirations for country-use)
- Overwhelmingly, we found a disconnect between marketing and IT when it comes to tool selection, capabilities, requirements, and cross-functional buy-in. Without content oversight, staff active in content are often expected to work with technology selected by IT. They are end-users rather than stakeholders in the selection, implementation, and feature set of the Content Management Systems (CMS), Digital Asset Management (DAM) systems, and other foundational tools. In fact, the bigger and more fundamental the tool, the less input content staff says they have. This leads to a rogue, workaround culture that inhibits collaboration and sharing. The end result of these workarounds is teams buying consumer-grade solutions with capabilities they already have.
- what do you create, disseminate globally, channel considerations, facebook here weibo there Pay special attention to such details as colors, holidays, religious references, sports, fiscal years, and even superstitions — missteps will signal you are an outsider. http://contentmarketinginstitute.com/2014/02/prepare-content-marketing-global-audience/ http://www.openvalley-web.com/international-content-marketing/multilingual-content-creation/