The Content Doctor Will See You Now

contentdoctorDear Content Doctor: I was recently hired to join the marketing department of a reputable, well-established organization in my hometown. When I accepted the position, it was with the understanding that marketing would be enabled to do its job with the full cooperation of the C-suite. I believed that any company of note in today’s day and time would understand the need to leverage forward-thinking marketing strategies to get a leg up on the competition.

Once I was hired, however, I was startled to find that my immediate supervisor was not interested in upgrading marketing tactics to include today’s best practices. His mantra seems to be, “That’s not how we do things here.” He’s been with the company for over 20 years and I worry that his old-school approach is preventing our department from reaching its full potential.

In speaking to a number of my colleagues, it seems I’m not alone in my concerns. The company isn’t active on social media, we don’t have a blog and we’ve apparently been using the same template for our email marketing campaigns for years. There is a clear need to reinvigorate our marketing department with a content strategy.

That we need to institute a content marketing strategy is clear to me, but, to date, the suggestion has fallen on deaf ears despite whispers that revenue is in steady decline.

Should I cut my losses and start sending out resumes again, or would it be worthwhile to convince my boss of the importance of trying new marketing initiatives?

Sincerely, Confounded Marketing Employee

Dear Confounded Marketing Employee:

Believe it or not, this is a question I get asked quite regularly. While content marketing is gaining acceptance in the market to a large degree, some organizations have yet to be convinced. Yet, without taking steps in the right direction, your whole company may be put into the position of having its workforce send out new job applications—making it well worth your time to craft a compelling case.

Perhaps your supervisor simply hasn’t been approached about the subject in a way that makes sense to him or her. If you can provide empirical data that will persuade your supervisor, you may have better luck.

Following are some compelling statistics from the Content Marketing Institute’s (CMI’s) “B2B Content Marketing 2016 Benchmarks, Budgets and Trends—North America” survey about the value of content marketing. If they don’t help to make a change in your department, consider speaking with a member of upper management in another department.

  • Of the marketers surveyed by CMI, 80 percent have content marketing strategies in place today. Regardless of how well your organization’s marketing campaigns are constructed, the business may already be at a disadvantage compared to four out of five of its competitors.
  • Among the 31 percent of respondents citing sales lead quality and the 23 percent claiming sales themselves as the most important metric tracked by B2B marketers with a content marketing strategy, a majority are paying close attention to the impact of content on actual revenue generation. This indicates that marketers expect to find a direct correlation between their content marketing strategy and their company’s bottom line.
  • An overwhelming 76 percent of survey respondents will be increasing the amount of content they produce this year. Clearly, the marketers that have already started using content are satisfied enough with the results that they’re willing to invest more of their budgets moving forward.

I hope these statistics shed some light on the value of content marketing for your supervisor.

Thanks for writing,

The Content Doctor

AAEAAQAAAAAAAAQuAAAAJDQyZjlmZDdmLWZkMGUtNGUwNy05NTAyLWVhYTc1MTAyNWM2NgKeith Batter, known as “The Machine” due to his ability to provide quality content on a tight deadline, earned his degree in Creative Writing from Colorado University. Keith’s interest in a multitude of topics imbues his writing with valuable insights that resonate with readers in many fields. His work experience spans industries as diverse as hospitality (Thistledown Inn Bed and Breakfast), insurance (American Income Life Insurance), sales, journalism, publishing and even a brief foray into politics as a community organizer during the 2008 presidential election. In his spare time, Keith is difficult to find. Equipped only with a guitar, notebook and a liter of water, he frequently disappears deep into the forest with his wife and dog to evade civilization and wax poetic about the nature of existence.