Which Comes First: Content Marketing Or Thought Leadership?

Once upon a time, there was a little marketer with a big problem. Her sales executives said, "We need more leads." So she bought a big new shiny marketing automation engine . . . .

Stop me if you've heard this one before, but I'm sure we all know the end of the story. The marketing engine didn't live up to expectations because data and content didn't come in the box.

More than ever, marketers view content as the fuel needed to run a powerful revenue generation machine. But the debate over the quality of the content created seems to have reached a fevered pitch. Look no further than posts from SAP's Michael Brenner, Marketo's Jon Miller, UK-based Velocity (the slide show here is a riot!), Dr. Liz Alexander, and SHIFT Communication's Christopher Penn to see the backlash against bad content marketing practices grow.

Why now?  I see four key trends converging on business-to-business marketers that drive interest in, and failure with, content marketing:

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Off And Running . . . In The B2B CMO Race

"Hello, I'm Laura Ramos, and I write for chief marketing officers."

That's the standard line around here. It'll take a little gettting used to saying it. Heck, I still find myself saying "Xerox" instead of "Forrester" from time to time, but I hope to get out of that habit soon.  
 
Luckily, I won't have to break my habit of thinking and writing about the issues that face large companies that sell highly-considered products and services to other businesses through a direct sales force or channel partners. I've always been a business-to-business (B2B) girl, and I'll stick to that focus here at Forrester.
 
As part of the research team focused on the top marketing role in B2B firms, I plan to lean on my experience in lead-to-revenue management, marketing mix effectiveness, as well as industry and social marketing best practices to help CMOs reimagine and reinvent the role, organizational structure, and skill mix marketing needs to affect the business in this new age of the customer (subscription needed).
 
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Deja Vu All Over Again . . .

Wait a minute . . . this all looks very familiar . . . I think I've been here before . . .

After almost three years at Xerox, I returned to Forrester Research in January to resume my quest to remake business-to-business (B2B) marketers and advance their standing in the corporate world. It's great to be back, and while much has changed, still more remains the same.

What's changed are my experiences and views on enterprise marketing. Marketing in a big company can be messy and complicated, often with as many steps forward as backward. But opportunities and resources are abundant, and you get to go places you'll never go in a smaller firm — like into the world of television advertising, corporate sponsorships, and a vast matrixed sales organization specialized by region, industry, and offering. 

I learned important lessons at Xerox, with two that stand out:

  1. Change is a constant, and necessary, part of corporate life.
  2. Brand matters, especially in the ways customers experience it.
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