calculating content’s role in the revenue cycle
Post on 21-Oct-2014
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DESCRIPTION
Sharing new research from a leading analyst firm, this session will look at the changing role content plays at different stages of the buying cycle and provide insights into which types of offers can have the greatest influence on engagement.TRANSCRIPT
© AberdeenGroup 2013
CALCULATING CONTENT’S ROLE IN THE REVENUE
CYCLE
Trip Kucera Sr. Research Analyst
Marketing Effectiveness & Strategy
@TripKucera #b2bContentEvent
© AberdeenGroup 2013 2
Who’s ready for some data?
@TripKucera #b2bContentEvent
© AberdeenGroup 2013 3
Lead Management is Like Scotch: Distillation generates value
Source: http://nextstarvodka.com @TripKucera #b2bContentEvent
© AberdeenGroup 2013 4
Sorry Gaga:
Good leads just are NOT born that way
© AberdeenGroup 2013 5
Content like Offers
© AberdeenGroup 2013 6
Aberdeen Maturity Class Framework
ü What are Best-in-Class companies doing differently?
ü What pitfalls are they avoiding?
ü Why are they achieving greater success?
ü What technologies and services are enabling them to succeed?
Abe
rdee
n’s
Met
hodo
logy
C
E
Pressures:External and internal forces that impact an organization’s market position, competitiveness, or business operations.
Actions:The strategic approaches that an organization takes in response to industry pressures.Actions:The strategic approaches that an organization takes in response to industry pressures.
Capabilities:The business competencies (organization, process, etc…) required to execute corporate strategy.Capabilities:The business competencies (organization, process, etc…) required to execute corporate strategy.
Enablers:The key technology solutions required to support the organization’s business practices.
© AberdeenGroup 2013 7
Leaders in Aberdeen’s Content Marketing and Management study achieved the following results: q 3.7% Average website conversion rate, vs.
2.9% for Followers q 10.2% year-over-year growth in Marketing’s
contribution to revenue, compared with 1.6% growth for Followers
q 15.4% year-over-year company revenue growth, vs. 1.6% for Followers
q 19.7% year-over-year increase in unique site traffic, vs. 2.5% increase for Followers
© AberdeenGroup 2013 8
12243
6345
0 3000 6000 9000 12000 15000
Website traffic necessary togenerate a customer
Unique Website Traffic, n = 81
Leaders
Followers
© AberdeenGroup 2013 9
350
237
0 100 200 300 400 500
Marketing "responses"required to generate one
closed-won deal
Marketing "Responses" (i.e. non-qualified lead), n = 81
Leaders
Followers
© AberdeenGroup 2013 10
$10,000
© AberdeenGroup 2013 11
28%
72%
18%
82%
0%
25%
50%
75%
100%
We have a robust contentmarketing program in place
We have some contentmarketing capabilities, andare taking steps to improve
our execution
Per
cent
age
of R
espo
nden
ts, n
= 7
5
Leaders Followers
Leaders More Likely to Have “Robust” Strategy in Place
© AberdeenGroup 2013 12
Primary Objective: Demand Generation
62%
27%
11%Lead generation / customeracquisition
Brand awareness and thoughtleadership
Customer retention and engagement
© AberdeenGroup 2013 13
Strategic Focus
47%
50%
53%
0% 20% 40% 60%
Increase the quantity of relevant content we’re publishing on our site
Focus on improving the targeting of our contentmarketing efforts (i.e. content personalization,
situational content, etc.)
Use content in nurture-based marketingcampaigns that move buyers closer to purchase
Percentage of Respondents, n = 81Leaders
© AberdeenGroup 2013 14
Top 3 Challenges to Content Marketing Success
1. Talent / resources for content development & management
2. Generating enough relevant content
3. Ensuring relevancy of content
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25%
50%
75%
100%
0% 25% 50% 75%
Per
cept
ion
of V
alue
Effectiveness of Execution
Content Marketing Perception of Value vs. Effectiveness of Execution; All Respondents, n = 75
Producing high-quality content
Tracking the content utilization metrics(visits, views, shares, etc.)
Generating / publishing sufficientcontent to meet our needs
Tracking number of qualified leadsgenerated by content marketing efforts
Driving more traffic to our website withregularly updated content
Generating high-quality links to ourcontent from sources of authority
Ability to personalize web site contentbased on buyer profile, persona, or firm
Accurately forecasting and budgetingleads / customer acquisition fromcontent / search marketingAbility to roll out new sites or contentquickly
Generating social mentions of content
© AberdeenGroup 2013 16
CONTENT DEVELOPMENT
© AberdeenGroup 2013 17
Content Development Might be Everyone’s Responsibility, but it should be someone’s job
54%
46%44%
41%
20%
40%
60%
Ability to capture new content ideas / content “ideation” from across organization
Well-defined process for managing thecontent development process (i.e. ideation,
design, and approval steps are wellunderstood and utilized in projects)
Per
cent
age
of R
espo
nden
ts, n
= 7
5
Leaders Followers
© AberdeenGroup 2013 18
An Inside Job
56%37%
8% Primarily managed and developed withdedicated internal resources, butsupported by external resources (i.e.freelancers or agency)
Completely managed and developedusing dedicated internal resources
Primarily developed by externalresources, but supported or managed byinternal resource
© AberdeenGroup 2013 19
Align Content to Purpose
65%
54%
42%41%
24%18%
0%
25%
50%
75%
Content marketing efforts are well-aligned with sales methodology
Process to align marketing contentwith marketing / sales funnel stage
(i.e. content is developed withfunnel stage in mind)
Process to align marketing contentwith buyer persona (i.e. content isdeveloped with specific persona(s)
in mind)
Per
cent
age
of R
espo
nden
ts, n
= 7
5
Leaders Followers
© AberdeenGroup 2013 20
MEASUREMENT & METRICS
© AberdeenGroup 2013 21
Got Lift?
77%
41%36%
47%
16%21%
0%
25%
50%
75%
100%
Ability to track how specificcontent is performing
Ability to track attribution to aspecific piece of content (i.e.well-defined attribution model
in place)
Ability to measure uplift fromtargeted content
Per
cent
age
of R
espo
nden
ts, n
= 7
5
Leaders Followers
© AberdeenGroup 2013 22
Get Granular
36%
30%29%
15%
0%
25%
50%
Process to measure how specificcontent performs across various
channels (mobile vs. social vs. website)
Process to measure marketing content based on stages of the buyer’s
journey
Per
cent
age
of R
espo
nden
ts, n
= 7
5 Leaders Followers
© AberdeenGroup 2013 23
Measuring the Impact of Content Marketing
0.5%
1.8%
1.0%
2.9%
3.4%
7.6%
0.0% 5.0% 10.0%
Average website conversion rate
Average Click-Through Rate (CTR)on email marketing
Conversion rate of marketingresponse / lead to marketing-
qualified lead (MQL)
Current Performance, n = 81
Using ContentMarketing
Non-users
© AberdeenGroup 2013 24
Year-over-year performance of content marketing users
-4.3%
0.6%
0.2%
1.4%
1.4%
3.2%
4.5%
5.0%
5.4%
7.7%
-5.0% 0.0% 5.0% 10.0%
Average website conversion rate
Marketing's contribution to companyrevenue
Social sharing of content
Annual company revenue
Number of unique website visitors
Current Performance, n = 81
Using ContentMarketing
Nonusers
© AberdeenGroup 2013 25
2,564
327
- 1,000 2,000 3,000
Marketing "responses"required to generate one
closed-won deal
Marketing "Responses"(i.e. non-qualified lead), n = 81
Using ContentMarketingNon-users
77,135
12,221
- 20,000 40,000 60,000 80,000
Website traffic necessary togenerate a customer
Website Traffic, n = 81
Using ContentMarketingNon-users
© AberdeenGroup 2013 26
Take Aways
q Think about content as marketing offers q Alignment
q Buyer stage q Persona q Impact and measurement
q Measurement and metrics q Get granular q Get lift
© AberdeenGroup 2013
Thank you [email protected] @TripKucera