This post appeared first as a contribution to Kapost’s Marketter blog – http://marketeer.kapost.com/content-marketing-competency/
For most marketers, content marketing is a priority. If you are in this camp, perhaps you have been thinking about how to build a content marketing machine.
It is not easy. Most marketing teams fail at it. Either because they cannot produce the content they need or because the content they create is not effective. You can only build effective content repeatedly and consistently if you build a competency.
That’s the topic of this presentation, which was presented at the Austin Digital Marketing Summit last week. In it, I make 7 key points that might help you build a content marketing competency:
Continue reading “7 Fundamentals to Build a Content Marketing Competency”
Today’s interview is with Rishi Dave, CMO at Dun & Bradstreet and former Executive Director of Digital Marketing at Dell. Rishi was named a Top Digital Marketer twice (2013 & 2012) by BtoB Magazine. I had the opportunity to meet Rishi as a co-panelist at the Brand Innovator’s Forum in Austin. Let’s get started.
1.. What company is an example of good marketing today? Who do you admire?
Hubspot has done a great job of scaling the content-led inbound model and proving its economics. They practice what they preach and use what they sell.
2. What is your marketing superpower, the most important skill that makes you a great marketer?
I am natively digital and not encumbered by the old style of marketing.
Continue reading “Rishi Dave Interview: a Natively Digital Marketer”
This is a guest contribution from Nir Eyal, Nir writes, consults, and teaches about the intersection of business, psychology and technology. Nir founded two tech companies and has taught at the Stanford School of Business .Nir is also an advisor to several Bay Area start-ups , venture capitalists, and incubators. In addition to blogging at NirAndFar.com, Nir is a contributing writer for Forbes, TechCrunch, and Psychology Today. In this posts he walks us through the science of building habit-forming products.
Type the name of almost any successful consumer web company into your search bar and add the word “addict” after it. Go ahead, I’ll wait. Try “Facebook addict” or “Twitter addict” or even “Pinterest addict” and you’ll soon get a slew of results from hooked users and observers deriding the narcotic-like properties of these web sites. How is it that these companies, producing little more than bits of code displayed on a screen, can seemingly control users’ minds? Why are these sites so addictive and what does their power mean for the future of the web?
We’re on the precipice of anew era of the web. As infinite distractions compete for our attention, companies are learning to master new tactics to stay relevant in users’ minds and lives. Today, just amassing millions of users isno longer good enough. Companies increasingly find that their economic value is a function of the strength of the habits they create. But as some companies are just waking up to this new reality, others are already cashing in.
A company that forms strong user habits enjoys several benefits to its bottom line. For one, this type of company creates associations with “internal triggers” in users’ minds. That is to say, users come to the site without any external prompting. Instead of relying on expensive marketing or worrying about differentiation, habit-forming companies get users to cue themselves to action by attaching their services to the users’ daily routines and emotions. A cemented habit is when users subconsciously think, “I’m bored,” and instantly Facebook comes to mind. They think, “I wonder what’s going on in the world?” and before rationale thought occurs, Twitter is the answer. The first-to-mind solution wins. Continue reading “Hook: 4 Steps to Building Habit-Forming Products”
While many people in the US don’t know him, in 2014 James Caan surpassed 1 million followers and is now the 7th most followed person on LinkedIn in the world. His book, The Real Deal, is a fascinating account of his story ‘from brick lane to Dragon’s Den’, the popular UK show which is the predecessor to Shark Tank in the US. In a way, James Caan is like the British version of Mark Cuban.
His book is an autobiography and an incredibly interesting story of how he went from being a school dropout immigrant to ultra-successful business mogul that was driving as Rolls Royce at 24. You can attribute luck, personal skill and charisma to his success – like that of anyone. And yet, the book captures a business philosophy that is worth studying. These are the most important business principles I learned from reading The Real Deal:
1. Know your Strengths, Delegate and Hire the Best.– After dropping out of school, James Caan was unsure where he could find success. He decided to look at his strengths: James figured he was good with relationships, reading and connecting people. This led him to start a very successful career in recruiting. He always understood what he was good at, and focused his career on making the most of it.
James also understood what he was not good at. As simple as it sounds, delegating is one of the hardest things for an entrepreneur to do. James understood you can’t be the smartest guy for everything and that you can’t scale your business unless you delegate. In his words “My skill is knowing where to hire a man that knows how to hang a picture better than I do.” Through his career, James always looked for experts in each field and trusted them with the job to be done.
Continue reading “10 Expert Business Lessons from James Caan”
This is a guest post by Russel Cooke
One of the biggest challenges for many businesses is coming up with a content marketing strategy that stands out. Content marketing is a vitally important aspect of any modern marketing plan. One only needs to witness the success cultivated by GoPro cameras with their YouTube channel to show how content marketing can be the key to unlocking hidden sales opportunities and boosting user engagement.
But GoPro sells video cameras. Specifically, they sell portable, lightweight, water- and shock-proof video cameras aimed at extreme athletes, explorers, and daredevils. Their videos show people jumping off cliffs, testing homemade flying machines, and climbing mountains. People have used GoPros in space and at the bottom of the ocean. Even 99% of the people who own a GoPro don’t end up using it for such exciting things, it’s remains an instantly engaging, interesting product. Continue reading “Does Content Marketing Work in Boring Industries?”
What if the leading business authors are wrong?
What if we have been following ideas that have made the wrong conclusions?
The Halo Effect is an aura that surrounds companies, people and strategies that are successful. Once a person or a company achieves a certain status, the halo effect will touch everything they do. This often leads many to the conclusion that it was the company culture, or their leadership, or their personal traits and values, or their customer obsession that made them successful.
As important as it is, the Halo Effect is only the first of 9 delusions that cloud the path to success in business. The 9 delusions are beliefs that impact strategy and business decisions every day, detailed masterfully by Phil Rosenweig in his book properly named The Halo Effect.
In this book, Phil Rosenzweig debunks Good to Great, In Search of Excellence and other classic business books and research reports. These publications and their conclusions fall in the trap of one or many delusions. Following these conclusions as proven formulas carries the risk of disastrous effects.
Let’s look at the nine Delusions and the real driver for high performance in organizations.
1 – The Delusion of The Halo Effect
Many of the things experts think contribute to high company performance are often attributions based on performance. Many studies like Fortune’s Great Places to Work studies multiply the halo effect. Often a great company culture is a result of success. We think as successful companies as innovative. We think about CEOs as powerful leaders.
2 – The Delusion of Correlation and Causation
The author points to many examples: Bain and Co claims their customers outperform the market 4 to 1. The assumption is that hiring Bain caused high performance. We need to consider the possibility that companies who are outperforming the market have the time and the money to hire Bain.
Continue reading “The 9 Delusions of High Performance in Business”
Hint: it is probably not because of the quality of the coffee.
This post was inspired by a question on Quora that asked if Starbucks coffee was really superior and how the company made it addictive. What i found very interesting about this question is that the quality of the coffee is not really that important. There are other psychological and emotional reasons why Starbucks is so successful worldwide.
After all, contrary to what most people believe, we all make purchase decisions emotionally and then (sometimes) justify them rationally. This is true in B2B and B2C, it is true for $1 or for $1 Billion purchases. And it is critical for all marketers to understand.
Continue reading “Buyer Psychology and Customer Value: Why People Buy Starbucks coffee?”
Many products, especially technology products, are marketed as revolutionary or game-changing. Most people know better than to trust marketers at face value on claims like these.
Disruptions to the market could be defined as those who alter the balance of an industry between supplies, consumers, existing and new competitors and alternatives – Porter’s five forces. These changes alter the industry’s profitability, growth rates and expectations for future growth.
Examples of true disruptions include when streaming TV and movies over the Internet (Netflix, Hulu) became a viable alternative to in-store rentals (RIP, Blockbuster) or when computer components enabled smaller companies (Dell) to compete at lower costs than industry leaders (IBM, HP).
Market leadership is not powerful enough to stop market disruptions
In the majority of cases, the new technology was available to industry leaders who chose to disregard it as a fad or inferior to their existing technology. There were clear signals of the market disruption, which leaders chose to ignore.
Sony ignored the digital music revolution, allowing Apple to dominate the market with the iPod and iTunes. Sony had everything to win: the company invented portable music with the Walkman a few decades ago. Sony owns movie and music publishers and distributors. Sony produces consumer electronics, computers, and mobile phones. The company’s mission is to innovate around content to deliver new experiences. And yet, Sony chose not to participate in the disruption. Continue reading “Embracing Market Disruptions – the End of TV as We Know It”
Today’s Marketing Leader interview is with Michael Brenner, one of the most read thinkers on marketing, social and content marketing. Michael is the Head of Strategy for a really interesting marketing platform, NewsCred. Until recently, he was VP of Global Marketing and Content Strategy and Head of Digital Marketing for SAP Americas.
Michael is the co-founder of leading social news site Business 2 Community and creator of SAP’s Business Innovation thought leadership site. Michael contributes to leading publications such as Forbes, The Economist, and The Guardian.
Let’s see what Michael has to say about becoming a better marketer, where marketers should focus on and on improving the marketing function:
Continue reading “Michael Brenner on Content Marketing, Metrics and Empathy”
The latest buzz in startups is Growth Hacking. It sounds like some secret formula to grow companies to billions in valuation. But what is growth Hacking? What does it mean for marketers and for businesses? Is it Marketing 2.0 (or 3.0 or whatever version we are on +1)?
I have found the definitions by those who created the term to be inaccurate or of little value. At first glance, it could appear that growth hacking is a marketing buzzword about marketing created by non-marketers.
After taking a closer look and reading all I could about it, I found that in trying to learn from it, a pure definition would not be as valuable as an observation of Gowth Hacking characteristics are:
- Typically found in early stage startups – with no formal marketing teams or budget
- Where marketing is performed by engineers or non-career marketers
- That uses smart, cheap and unconventional methods to grow the business
- With a strong focus on analytics, metrics, virality and scalability
Advocates of the term call out DropBox, Twitter and even Hotmail as success stories that prove the value of growth hacking. This view is somewhat misleading as there are a hundred startups following growth hacking techniques that won’t survive to their next round of financing. Which only proves there is no secret formula or buzzword that guarantees success.
The only guarantee of success is to have a great strategy, a great product, a great team, and great execution. But let’s focus on what marketers can learn from growth hackers:
Continue reading “What is Growth Hacking and What Can Good Marketers Learn from It?”