By Elyse Flynn Meyer
September 28, 2017
Have you ever completed a marketing campaign and realized that, while it may have been a success, it will be difficult to replicate because there wasn’t a defined strategy or process behind it? If so, you’re not alone.
Comprehensive marketing campaigns can have 10 to 30+ individual content-related tactics that need to be executed to make them integrated and cohesive campaigns. These content-driven tactics are usually being executed in tandem to ensure all the pieces fit together to build a campaign that is going to drive traffic, leads and new customers to your organization.
Most importantly, it is critical to ensure you are not only building a content strategy that is repeatable but that you have something that is documented and understood by all members of your team. When the campaign is over and it’s time to analyze the results, a gaping hole often becomes evident: There was no documented strategy to drive the tactics. This scenario helps explain the statistics that only 37% of B2B marketers say they have a documented content marketing strategy. In the absence of a strategy, we see that while marketers have the best intentions, sometimes these operational pieces get missed. This tends to leave a gap in your department that could become detrimental as your team changes over time.
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July 27, 2017
By Jay Hickman
We start with a paean to the humble press release.
The first press release was issued in 1906 by the Pennsylvania Railroad, under the direction of public relations expert Ivy Lee, to provide media with an on-the-ground account of facts about the 1906 Atlantic City train wreck. Since then, it has become a staple in marketing promotion, public affairs, and politics.
As we arrive at the 111th anniversary of the press release, it seems appropriate to examine this marketing tool and its optimal uses.
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May 4, 2014
By Natalie Burg
Roy Peter Clark remembers when his mentor and editor of the St. Petersburg Times Gene Patterson began “preaching for the perfection of an ‘explanatory journalism’” in the 1980s. Clark himself wrote an essay on the topic, “Making Hard Facts Easy Reading” for the Washington Journalism Review in 1984 — the same year Ezra Klein was born.
Listening to online buzz, one might get the idea that Klein, Nate Silver and their contemporaries invented the idea of writing news that explains the news, even though the first Pulitzer Prize for Explanatory Journalism was handed out in 1985. Though Klein was quick to clarify in the comments of a recent article by Clark that he isn’t trying to take credit for the existence of explanatory journalism, he and a handful of others are undeniably on the forefront of explanatory journalism’s resurgence. Klein’s Vox, The New York Times’ The Upshot, Bloomberg’s QuickTake, and Silver’s newly re-launched FiveThirtyEight are just the crest of the wave.
What’s behind it? Let us explain.
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April 19, 2014
By Mark Drapeau, Ph.D.
Not too long ago, Lululemon was a revered brand. Now it’s not, and sales have declined accordingly. Not so long ago, Apple could do no wrong. Now people wonder out loud if it’s innovative anymore. With constant connectedness and infinite information, consumers have never been so fickle about their choices.
According to the American Marketing Association, a brand is the “name, term, design, symbol, or any other feature that identifies one seller’s product distinct from those of other sellers.” That sounds like something from orientation day at Sterling Cooper Draper Price. What does the term “brand” actually mean in practice?
A brand is essentially the one sentence people say about you behind your back. This practical “street” definition based on actual human interaction applies equally well to people, products, and companies. For example, someone might describe Lululemon to their friend as “absolutely the best place to buy yoga gear, ever” or they might say “people say Lululemon great, but I’ve bought a few things and they fall apart, totally overrated.” Someone might describe you to their professional acquaintance as “the smartest person in New York on things related to creativity in advertising, you must talk to them” or “too cerebral and academic, I’m not sure they’d be the right fit for your advertising company.”
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