At the root of human behavior is the impulse for connection. History is our witness: As times change, certain trends emerge that anchor shared experiences, around which people collectively rally. Today, with social media acting as a platform for ubiquitous connections, diverse consumers build solidarity around digital experiences. Beyond simply looking for deals and discounts, individuals who “friend,” “follow,” and “like” brands seek closer brand relationships.
However, while consumers around the world want to be part of a brand community, some cultures are more enthusiastic than others. Forrester's Consumer Technographics® data shows that Latin American online adults are more passionate about engaging with brands for affective reasons than their European and Japanese counterparts:
This variation roughly parallels Hofstede’s dimensions of culture, which suggests that the differences are partially a reflection of cultural nuances: Those populations that are most motivated to share in the brand community are all-around collectivist rather than individualist.
When it comes to content marketing, the majority of business-to-business (B2B) marketers we surveyed last month are not as mature as they think.
Roughly half of respondents (52%) are in the early stages of assembling a content strategy and executing against it. We call this early majority "aspiring editors," and while their practices are often inconsistent or not fully embraced across the organization, these marketers are busy laying the foundation upon which to build an editorial point of view that gives their buyers something useful and valuable to read, watch, or interact with.
In a new report, published today (subscription required), we took a closer look at the maturity of content marketing practices among 113 B2B marketing professionals. Half of our respondents hail from companies with 1,000 employees or more, and 41% occupy senior marketing positions including the title of CMO or senior vice president. When compared to peers, most (51%) believe their practices are very mature.
Set against marketing messages, I would rather listen to my neighbor’s opinion of a product. A critic’s opinion. An expert’s. Any idiot with an Internet connection, in fact (according to our research, review content from complete strangers is more trustworthy than messages from brands).
The payload of this realization – that marketers’ messages are overinvested in by a million percent and underdeliver by an equal value – strikes our marketing foundations, oh so softly. Thud. Pop. Distant thunder.
Simultaneously it’s never been easier for other people to write about our brands, to create breathtaking personal tributes to our products, to call out our worst policies, and even to slander us. The crowds have snatched the megaphone and they won’t give it back.
These are two factors in a big equation that we’re still only beginning to calculate.
So far, we’ve dealt with these changes pragmatically and conservatively.
Community management is a perfect example of the pragmatic response. Community management is just a series of tribal agreements about playing rules. The brand will not allow threads that include the word “shit”. The brand will retweet only tweets from registered users. The brand answers requests within one hour between 9 AM and 9 PM EST. The brand will blog politely about its topic.
The marketing fortress has collapsed, the mobs are baying for blood, and the sop you throw this change is to play nice? This is what I’d call the Marie Antoinette response.
Content marketing has rapidly gained marketers’ attention as a new way to build relationships with customers — customers bombarded with marketing messages and overloaded by digital distractions. But as this new marketing discipline evolves, new challenges emerge:
From scaling content . . . to providing quality content in context. A year ago, many marketers’ content challenge was to create content at scale. Today the quest for scalable content is tempered by the need for quality content, as marketers realize that getting the right content to the right consumer in context is a more impactful and sustainable approach.
From cajoling business units to produce content . . . to effectively managing that content stream. Complex organizations must now effectively manage content across multiple divisions and geographies.
What’s happening (that’s important) in the world of content marketing? This is your fortnightly round-up of the best of the best stuff online for marketers who think about content; for the previous “Fortnights”, go to the bottom of the post. (And for more information about what the Content Marketing Fortnight is, see my intro from the first one. Get this curated newsletter in your inbox every other week – send me a mail.)
This certainly doesn't mean most marketing is useless, but it's a telling statistic about the divide that separates marketing messages that operate at 30,000 feet from sales conversations that happen at 3 feet — the average distance between a salesperson and a prospect during a sit-down meeting.
In this digital age, it's increasingly important for marketing to play a bigger role in helping sales not just get "your" message in front of a customer, but to make it "their" message — something that the buyer cares enough about to talk to your rep and to do something that upsets the status quo as a result. It's about creating content that can play dual roles: attracting and educating buyers while giving sales a deeper understanding about what's attracting that attention in the first place. To achieve both, marketers have to understand their buyers. Better. Deeply. Obsessively.
Forrester analysts are encouraged to “make the call” and here’s a call that is sure to invite some heated disagreement (native advertising has a way of doing that).
Today my report about native advertising came out and, if I had to bottle up the recommendation of the entire report in a two-word slogan, this would be it: Worth pursuing. That’s not “pour all your advertising dollars into it”, “go hog wild!” or any variant on that theme. By “worth pursuing”, I would say that it: a) is a very imperfect tactic, b) holds great promise, and c) requires some experience to get right.
(First of all, if you’re not sure what native advertising is, quickly go here [definition] or here [examples]).
Let’s start by assessing the promise of native advertising. What’s so great about it?
From a marketer’s perspective, the opportunity to go from a position “next to the show”, “interrupting the show” or “between the shows”, to “part and parcel of the show” is extraordinary. The church/state editorial wall that media outlets have trained advertisers to respect has become porous, and it’s the outlets themselves who are pounding holes in it (most recently, the New York Times). That change should not be underestimated.
While OneSpot and Resonance HQ (which offers a similar service) drive content engagement through banner ads, native advertising or sponsored content puts branded content straight into digital publishers’ editorial mix (often with “sponsored by” or “sponsor content” next to it). Vendors like Outbrain, Taboola, AdBlade, Sharethrough, LinkSmart, Nativo, Media Voice and AdsNative are vying for a $2 billion per year native advertising market that’s growing by as much as 20% year on year.
Add to this the plays by Facebook, LinkedIn, and Twitter that allow marketers to purchase visibility for their content in certain users’ timelines. For both Facebook and twitter, this is their only source of revenue for a growing proportion of mobile users, and it looks like Wall Street may be rewarding them for this mobile-driven success.
Our advertising forecast shows that online video for marketing is big business and is only going to get bigger. In Europe, the CAGR for total ad spend from 2013 to 2018 is 2.19%, but for online video ad spend, it is a staggering 18.83%. The US shows a similar (albeit smaller) skew, with total ad spend CAGR of 4.49% and video at 22.39%.
Video, then, is a big deal, but most marketers aren't realizing the full potential of the medium. Approaches to video online are broader than simply grabbing 30 seconds from your TV commercial and sticking it on an online display network. Broadly speaking, there are three approaches to video:
Linear video — static. Pre-rendered content, where the video plays from beginning to end. It's just like TV adverts or the majority of video content marketing on the Web.
Linear video — dynamic. Where video content is customized per user or segment, often at run time. This approach interacts with consumers' data (e.g., social profile information) and/or context (e.g., location) but does not allow users to directly interact with the material when playing. A great example of this is one directed by Jason Zada and Jason Nickel from production company Tool and is called “Lost In The Echo,” which pulls in pictures from a user’s Facebook page, superimposing those snaps with photos that characters in the video mourn over.
Brands deals with human needs and wants. Leo Burnett, the advertising executive, said: "The work of an advertising agency is warmly and immediately human. It deals with human needs, wants, dreams, and hopes." Smart brands know not to initially focus on what they have to sell but rather on how it meets consumers' needs. If you can address a strong consumer need, you will get those consumers to act. If you can get them to act, then you have opened an all-important channel of dialogue.
The fulfillment of consumer needs, however, is not always a linear hierarchic approach as proposed by Maslow and effectively debunked by Forrester analyst James McQuivey in his book Digital Disruption. Human needs take place simultaneously and are fuelled by a mix of short- and long-term motivations — some conscious and some unconscious. As a student, I would sometimes forgo food on a Friday so I could afford to go to a concert that night; or consider a Spanish couple postponing the short-term comfort of a much-needed upgrade to their central heating so they can put their child through the next year of college.
The pyramid diagram below shows how the foundation of this needs-based thinking is built from the ground up, from customer descriptions through to the technology and KPIs applied.