The Yahoo!s in the Machine
{self}Is there an opportunity to make Yahoo! the soul apart from Google’s machine?{/self}
Davis ThinkingCongratulations. Your business has embraced a digital content strategy. You’ve all settled on the cornflower blue icons. The company president wants to know if you’ve “gotten IT to install the Web 2.0 yet.” You’re sitting in your cube, taking a moment to breathe, thinking that the beast has been slain, the stables cleaned, the rock is on the top of the mountain, and hey, Hell looks nice from up here.
{self}No longer is “we have a website” a sufficient response to the question “What’s your company’s digital content strategy?”{/self}
{self}Is there an opportunity to make Yahoo! the soul apart from Google’s machine?{/self}
The content strategy movement has captured the hearts and minds of Web practitioners everywhere. For many (and I count myself among this camp) content strategy (CS) represents a vital next step in the evolution of what we do and how we provide value. At Teehan+Lax, we've started to formalize a practice and dedicated role around CS. But here's the catch: when we mapped out what we needed and compared this to the standard definition for CS, we realized there was a gap. Let me explain what I mean.
A couple of days ago I wrote a post about exposure and visibility and how quality content that is valuable takes time to create. Everyone agrees with that sentiment. However, when push comes to shove, with very few exceptions, people tend to spread content that is more popular -- even when popularity means less helpful, sometimes incomplete. The ability to think critically is a gift -- it's also the underpinning of an effective business strategy, where you work from your core competencies. I worry that much of that ability gets lost to the desire to fit in and become popular -- to make the quick list, in blog parlance.
In January of 2009, I started telling people that content strategy would be the next big focus for organizations worldwide. I even went so far as to say, “Content strategy will soon be getting more attention than social media.” Lots of folks smiled encouragingly, patted my shoulder, and told me to get back to my style guides. Some people just laughed at me. And that’s when I hit them over the head with my content inventory. Bam!
Businesses that want to create long-term sustainable growth will be increasingly moving towards connected company status. That is the place where being social benefits the business by providing insights, strengthening relationships with partners and customers, and building and connecting a community with common grounds and needs. In many organizations, the listening post resides within the marketing group. As we discussed yesterday here and on Twitter, customer service should co-own the space and collaborate to develop big ears during customer conversations and interactions. In many B2B organizations, the customer support role is much expanded and works hand in hand with operations.
All content is not created equal. While valuable content is the linchpin of an organization's marketing strategy, different types of content map to different part of the buyer's journey. McKinsey published a report earlier this year that confirmed what many of us with the ear to the digital space have known for a while - people don't like to be funneled into a neat graphic. We're way past calling buyers consumers. Even as the term may be technically correct, it has an image problem. I prefer to talk about customers and since last week was customer service week and I was traveling, I thought we could have more than one customer conversation this week. In the digital space, your content is likely to be activated by participation.
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