Why You Might Not Need a Unified Content Development Process (Yet) [Rose-Colored Glasses]

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While it’s not uncommon for companies to launch new creative concepts at the same time, brands still need a cohesive strategy. Marketing experts say that unified content development is important, but many times people are better off using a separate process for each brand and campaign type.

The “content strategy questions” is a blog post by Rose-Colored Glasses. The blog post discusses the benefits of having a unified content development process, but it also mentions that there are some people who don’t need to have a unified process yet.

Why You Might Not Need a Unified Content Development Process (Yet) [Rose-Colored Glasses]

Why-You-Might-Not-Need-a-Unified-Content-Development-ProcessThe epidemic compelled businesses to (finally) invest in establishing a strategic content creation unit.

As a consequence, I’m seeing an increasing number of content marketing executives grapple with the problem of figuring out how information moves around the organization. It ultimately boils down to businesses figuring out what it takes to operate like a media firm.

It will not be simple.

Businesses are a tangle of competing agendas, values, priorities, and objectives. And the consequences of these disagreements seem to be more severe when it comes to content.

Why? Because communication is content. When elements of a company can’t communicate effectively within, the company can’t communicate effectively outside.

According to @Robert Rose of @SagaReach MarketingContent, when teams don’t communicate effectively inside, the company can’t communicate well outside, which hampers #ContentMarketing. To Tweet, just click here.

What material is owned by whom?

I recently chatted with a marketing executive who expects to kick out a project in 2022 to figure out the company’s corporate content strategy. The initiative developed from an issue that many businesses face: a lack of consensus on who should be in charge of content production for various stages of the customer journey.

The marketing department did not believe it was their responsibility to provide material that would cross-sell new items and services to current consumers. The account services team, on the other hand, believed that this kind of material should be a fundamental marketing obligation.

Random actions of consumer content happened since no one was in charge of the campaign.

Existing consumers received conflicting information about which new items were available, when they would be available, and why they should care. And each team was dissatisfied with the outcomes.

RELATED CONTENT CHOSEN BY HAND: Maintain Your Hard-Won Customer Relationships With Loyalty Content

Attempt to make something useful out of something that isn’t working.

As the marketing leader probed further into the problem, they discovered that the content generation process was broken from top to bottom. Taking on content at the business level, on the other hand, seemed daunting.

Some of the other impacted communities’ leaders couldn’t agree on which portion of the procedure was causing the greatest issues. The mantra “it’s not my team” rang through the metaphorical corridors.

I encouraged the marketing executive to seek for methods to bring order to the chaos.

I advised against trying to impose a content strategy throughout the full trip. Instead, for one aspect of the customer experience at a time, eliminate the dysfunction from the content process.

Don’t attempt to impose a #content process across the client experience. According to @Robert Rose of @SagaReach MarketingContent, try reducing dysfunction from one journey step at a time. To Tweet, just click here.

Content is often viewed from a lifecycle perspective by marketing teams. They come up with the concept, design it, manufacture it, activate it, manage it, and track it. The natural temptation is to design a process that addresses just one aspect of the lifecycle.

Typically, discrete teams are in charge of each stage of the lifecycle. Content is created by creators. The material is packaged and managed by design teams. The material is activated and promoted by channel administrators. It seems that solving it as a team is simpler than solving it as a consumer journey.

This is a spoiler alert: it isn’t. The approach for creating awareness material might (and presumably should) vary significantly from the procedure for creating customer support content.

A compartmentalized approach to the content generation process may be more effective. “What does the ideate, develop, produce, manage, activate, and promote look like for X?” for example. (where X is a specific step in the customer journey, a content platform, or a channel.)

Yes, this technique keeps the silos intact. However, it’s a start toward creating a functioning process inside a dysfunctional company.

You may go on to the next step of the customer’s journey and fix the problem there after you’ve built a procedure that works for X.


There is more procedure, but there is less complication.

The key to this strategy is to avoid getting caught up in how things should operate vs how they really do.

The way one team approaches content production may work well for them – but not so well for another.

According to @Robert Rose of @SagaReach MarketingContent, the way one team conducts #content production may work well for them – but not at all for another. To Tweet, just click here.

A marketing employee at the firm I described earlier, for example, accumulates website content ideas in a spreadsheet that prioritizes which pieces to generate and which to translate for worldwide audiences. The spreadsheet is stored on a server that anybody may access. For the global marketing team and the translation agency, this strategy works well. Someone on another team, on the other hand, would have no idea where to seek for that spreadsheet or how or when prioritizing takes place.

Is there a way to make that procedure better? Maybe. Perhaps not.

It’s not all or nothing when it comes to content production. The goal isn’t to eliminate all variety, much alone all dysfunction.

The objective should be to eliminate enough dysfunction to allow for good communication.

Remember that the more data you generate to interact with other teams, the less data you generate to provide value to your audience and customers.

It’s your tale to tell. Tell it clearly.

Robert Rose’s new weekly piece, Rose-Colored Glasses, gives his perspective on content marketing difficulties. He provides explanation, justification, and rhetoric every Friday to assist you enhance the practice of content marketing in your company.

Rose-Colored Glasses will arrive in your mailbox each week if you subscribe to SagaReach Marketing’s weekday or weekly emails.

Joseph Kalinowski/SagaReach Marketing/SagaReach Marketing/SagaReach Marketing/SagaReach Marketing/SagaReach

Watch This Video-

The “content strategy framework” is a way of thinking about how to create content. It helps you understand what your content should be, and how to make it happen.

Related Tags

  • why you need a content marketing strategy
  • cmi content strategy
  • smashing magazine
  • integrated content marketing strategy
  • purpose of content strategy

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