content roadmap

Free ebook: The Ultimate Content Strategist Playbook No. 2: Strategy and Roadmap

So why do brands consistently fail to document their content strategies when overwhelming quantitative and anecdotal evidence—not to mention simple logic—says you absolutely need to do so? One theory: Brands are now in uncharted territory when it comes to content marketing, and outlining a documented content strategy is hard. There isn’t an established template for how to proceed. Until now.

Table Of Contents

Pg 3 - I. Introduction Pg 7 - II. Adopting a Winning Perspective Pg 13 - III. Identifying Your Audience Pg 24 - IV. Auditing Your Existing Storytelling Assets Pg 28 - V. Conducting a Gap Analysis Pg 31 - VI. Conclusion

First 3 Pages

ULTIMATE CONTENT STRATEGIST PLAYBOOK CONTENTLY The Ultimate Content Strategist Playbook No. 2: Strategy and Roadmap Copyright © 2015 Contently. All rights reserved. contently.com By Joe Lazauskas ULTIMATE CONTENT STRATEGIST PLAYBOOK CONTENTLY Table of Contents I. Introduction 3 II. Adopting a Winning Perspective 7 III. Identifying Your Audience 13 IV. Auditing Your Existing Storytelling Assets 24 V. Conducting a Gap Analysis 28 VI. Conclusion 31 In 2008, General Electric CMO Beth Comstock had just returned to the company after a 28-month stint leading the digital team at NBC Universal. Back at GE and in the midst of a global recession, her goals were twofold. First, to continue to spur innovation inside what she calls “the world’s oldest startup.” And second, to con-nect with shareholders and the public at large, lifting back the curtain on the groundbreaking work hap-pening inside a company Thomas Edison founded 130 years prior.She identified content as the answer and set about planning for a future in which GE would be a publisher, not just a marketer. It didn’t take long for her plan to work. Now, it would be tough for anyone to come up with a better example of a brand building a more effec-tive content roadmap than GE. “It’s been a big change in our company—we’ve tried to redefine the role of marketing,” Comstock reflected in an interview with Scott Belsky during a 2011 Behance conference. “When you hear marketing, most people think you’re the advertising people. But there’s a lot more we expect from marketing. We’ve tried to make sure that marketing has been redefined as innovators. Probably another word for it in our company is instigators trying to get change going.” With Comstock’s guidance, storytelling would become the powerful force that pushed the company forward and lifted it to new heights, both internally and externally. It would be the impetus that drove the company’s innovation forward and invited shareholders and customers to reimagine GE on the cutting edge, which played a central role in the company’s remarkable post-recession turnaround. And it would lead to GE’s rise as a media powerhouse in its own right.