Since “content marketing” became popular during the last two years or so, it may seem as if content makers—copywriters, videographers, photographers, and, to a degree, designers—are simply conspiring to influence marketers to allocate their entire budgets to their services. Companies have hopped on the content train, hiring content strategists and giving high visibility to content-marketing efforts. Thousands of consultants offer their insight regarding what content marketing is, how it relates to social media, and what one can accomplish with it. Some organizations have an actual content strategy or at least carefully plan what kinds of content they want to produce in different channels and media. Others don’t.
As a writer who stands to benefit from my clients’ and employers’ content marketing, I should be all over it. I do appreciate the work! I like that marketers seem to appreciate content more than ever.
But I also think companies are producing far too much content and too often appear to react to a perceived urgency to publish more and keep it updated and lively in social media. Slow down and hang on to your budgets for a moment.
Take an inventory of the types of content materials you have recently published and the ones you are planning for the next few months. More than likely, some of your content includes a story about a customer experience, a business partnership, an innovation discovery, or an initiative of your organization. Other content doesn’t feature a narrative—documentation, fact sheets, some white papers, even some online content may just be noting facts that you want your customers and collaborators to know.
To a degree, you should decouple story content from everything else and manage the two areas on almost-separate tracks. Link all non-story content planning to product releases and other events when facts change. Support the publication of this type of content through the social media where the people you want to reach spend time.
Story-telling guides usually recommend that you need to have a hero, a problem that gets resolved, an emotional connection, and a happy conclusion. This is not always good advice—if you follow it, you may end up telling similar stories over and over again. Maybe that is the case, given your industry or business model, and you need to broadcast the best of these stories as effectively as possible.
As much as you can, focus your narrative content development on those stories that carry on, as opposed to the ones that end soon, even happily. Tell stories that don’t have an ending, or at least not soon. Maybe you have customers who use your products or services to achieve efficiencies or other results over several years. Check in with them from time to time and publish updates on their successes. To support an innovative product or service offering, or an important company initiative, develop an ongoing story that keeps getting more interesting. You build social-media continuity for that story in the channels that best align with your brand and where you have the strongest presence with potential customers and markets you want to get close to.
Your story and non-story content management tracks need to align, of course. You will want to keep the branding consistent, for one thing. Especially when you plan new product releases or major events, stories and facts should reflect the same good news. But if you remove non-story content from the breeziness of rapid publishing cycles driven by social media and focus on never-ending stories in your story content marketing, you can achieve more satisfying results from your spending and reduce the wear and tear on your marketers.
What do you think?