Content Marketing Strategy

The new content and social marketing strategy is ready. It ill change the face of one of the four business units of the company I work for. We are transforming a traditional marketing model to a new, modern, content-focused model.

Social, content and PR will be integrated. Jason Miller wrote on his book:

The most innovative, forward-thinking companies have merged social, content and PR. By doing so, they can capitalize on the synergies between these three

I am in Boston to present the new plan. It will simplify the current process. It will introduce elements of uniqueness, like the BU editorial board and the BU editorial calendar. It will integrate content, social media and PR. It will link dashboards and analytic. I am in contact with experts like NewsCred and Contently to understand how to improve the process.

At the same time, I am received new invitations as a speaker of Global Marketing Conferences. The last one is the Energy Branding Conference. It will take place in Iceland at the end of 2016. It’s the first world conference focused on marketing for the Energy sector. And it’s a wonderful location. I am pleased to be part of the speaker pool.

So, ready to spend an inspiring weekend. Preparing the workshops and all presentations for next week. And writing posts documenting the content marketing project.

Writing is the best medicine.

Digital Marketing 2016 Europe

I have just accepted to be part of the speaker pool at the Digital Marketing 2016 Europe Conference from Frost & Sullivan in Portugal on 25-27 January 2016!

Specifically, I will attend one panel session (Ask the Experts! Panel Discussion – Modelling a Modern Marketing Organisation ) and I will lead one formal speaking session (Fresh Perspective – Social Media: Best Practices for B2B Lead Generation).

Thinking about contents for the full session. I think that my content marketing-social project will be a good fit.

Summer

Only one month has passed from my last post and life has slightly changed. One more time. One more time in July. Summer is probably a dead month for business; it’s definitely not a slow month for me, considering that all big changes of the last years took place in July.

Anyway, back from a great summer holiday – a looong road trip with A&M (Milan, Paris, Brussels, Amsterdam, Sicily) and an unforgettable week in Cuba with my sweet half.

Moved from Portfolio Marketing to Marketing Integration – just a way to say that I will take responsibility over marketing integration areas, Social Media, PR, Content tools and processes for the most exciting BU in Schneider Electric. I have registered to attend the Social Media Week and NewsCred #ThinkContent Tour, the first in Sept, the second in October – both in London. I want to learn as much as I can about state of the art of SM and content marketing technologies, and I want to do it as soon as possible.

Finally, ready to present at Brand2Global – here my speech summary and here the article prepared for Brand Quarterly. I will cover topics like marketing and branding strategies for M&As and post-acquisition processes.

Now, stop writing. Ready to fly to Boston.

Conferences where I will be presenting *** Update ***

Here is a short update on Conferences where I will be presenting in 2015. Topics are marketing related: #marketing #digital #social #acquisitions #companyculture

PAST

  • 2015 Global Summit Marketing & Digital, Verona Italy, 25th and 26th of February. You can find my presentation here. Via SlideShare.

COMING

If you are planning to attend any of these events, I will be glad to share insights before and during the Conferences. If you are not, and if you are interested in learning more: let’s do it via blog or email.

The pursuit of client engagement. Two cases of poor prospect management.

From my (privileged) position at the company I work for I can see daily efforts to engage clients via complex marketing techniques, and a sometimes obsessive attention to client and prospect engagement, via social and off-line mechanisms.

So I pay a lot of attention to my role as a customer – and the way B2C companies handle my engagement whenever I am involved with a buying interaction. Let me go with 2 very recent examples.

 

Case 1. Switching Bank Account.

I currently have an account with Lloyds Bank plc. At least 99% of my interactions with a bank go via web and smartphone. I need a bank with a solid on-line banking and mobile strategy. I need a bank with attractive apps (real apps, not html applications) for iPhone and iPad. Lloyd is not such a bank.

So I decided to switch. After analysing sites, comments, analysis, demos, I went with my personal list: 1) Barclays 2) Santanter 3) Well, there is no three, unfortunately, in the UK…

So visited a Barclays branch near to where I live. I was told to contact the customer care for an appointment. Called. I was told to wait 24 hours. They were supposed to call me back. They didn’t. Contacted Barclays customer service, again. No answers. I decided to go digital and I contacted the bank via twitter. After 3 days, I got an appointment: March the 24th. Which is 15 days far away. They have to be damn busy at Barclays. The paradox: I am trying to become a customer. I am trying to switch from competition. My request was neglected multiple times. Today, I am no longer sure that Barclays will be my new bank.

Lesson 1: Barclays’ twitter support works reasonably better than (phone) customer care or (F2F) branch support.

Lesson 2: Barclays does not really care about clients switching from other banks. I assume main client source is another, considering the poor attention they have put on my case (or it might also be that an expat is less attractive than a permanent UK residents?).

 

Case 2. The North Face.

Visited yesterday the North Face shop near Covent Garden, to buy clothes for my next trip to Iceland. Trekking shoes, some tech gear, gloves. A couple of sizes were missing. I requested the shop clerks to order all missing pieces: ready to pay in advance, I would come back to collect the order. I was told to order on-line. No way to order items directly from the shop.

Cost of missing items was about £200. Overall order was + £600. The shop missed 1/3 of the current sale: there is no evidence and certainty that I will buy on-line from the NF shop. In fact, I went straight to the outdoor shop across the street.

Lesson 1: here the point is not about clerks kindness: they were indeed very nice and helpful. The question is about clerks and The North Face selling capability and its technique to engage and retain clients who are approaching physical shops and are ready to pay.

As a summary: it’s evident that companies still go with a very naive approach to engage, nurture, retain customers. Product attractiveness is no longer a lever for most of us clients – we’re ready to switch our attention to the competition if the company of our choice will not maintain a live engagement and attraction.