The Digital and Content Team: Is Splintering a Verb?

In this post we explore the organization of a digital and content team, which we will call “the digital team,” and may include the designers and producers of the website and other digital properties. How you do organize around content and the website at your firm? Is your website appropriately categorized as content and managed out of this group?

target_marketing_blog_part5_1In last month’s blog post, I discussed the ideal demand generation group structure and exactly which functions are best centralized within. In this post we will explore the organization of a digital and content team, while touching upon Web designers, producers and other digital properties.

How you do organize your firm’s content and website? Is your website appropriately categorized as content and managed out of this group?

The Digital and Content Group

The charter of a digital and content group might look something like this:

Create compelling content to drive higher customer and prospect engagement, resulting in more qualified leads for sales. In addition, we will create a fluid customer experience, whether it is through inbound or outbound communications, to create one company feel.

Notice the word “engagement” in there? Companies are spending up to 30 percent of their marketing budgets on content and many have no clue if said content is actually engaging their prospects and customers. Are you measuring the level of engagement with each piece of content you produce today?

The digital and content group is the source of fuel for the demand generation engine. The group builds a roadmap based on input from the subject-matter experts (SMEs), product marketing, sales, requirements gathered from the demand generation team, field marketing and other marketing teams.

If you agree with my premise that the website is content, and as such belongs in the group where content for other media is created, then we arrive at an organizational crossroads. Do the search-, display- and paid-traffic gurus (or agencies) who are traditionally tightly linked to the website designers and producers also belong in this group? Or, since their function is really demand generation, do they splinter from their website production comrades and move into the demand generation group? I won’t rehash what I said in the last post on this, but suffice it to say most organizations have kept them in the same group — at least for now. So the organization chart probably looks like this:

target_marketing_blog_part5_2As marketing organizations shift toward building omnichannel campaigns in order to give prospects and customers a consistent multichannel experience, the inbound team is forced ever-closer to the marketing automation team in the demand generation group. If you leave your inbound and social team in the digital and content group, ensure they develop a very tight relationship with the demand generation team, as they will be working together more and more.

The Traffic Manager

I’m going to digress for a minute here, but I assure you this will have implications for the organization of the content group. Let’s talk about the life of an asset — a piece of content. You find an SME in the firm to write up a nice whitepaper (WP) and you put it on the website and you’re done, right? Not so fast …

target_marketing_blog_part5_3Developing the core content, the basis for the subsequent assets, is probably a third of the battle. These days, extracting the value from the core content probably looks more like this:

  1. Develop the core content and produce the first asset (a WP, for example).
  2. Write a blog post to promote the WP.
  3. Write email copy to promote WP with outbound email channel.
  4. Write landing page (LP) copy.
  5. Write ad copy if you are going to do some display ads or paid search to promote WP.
  6. Get a creative designer involved to add the graphics and images for all of the above …

Author: Kevin Joyce

Kevin Joyce is VP of strategy services for The Pedowitz Group. He's a marketing executive with 34 years of experience in high tech, in positions in engineering, marketing, and sales. In the past 16 years Mr. Joyce has worked with many companies on their revenue marketing and demand generation strategies. With a unique combination of marketing skills and sales experience he helps bridge the gap between sales and marketing.

Mr. Joyce has successfully launched numerous products and services as a Director of Product Marketing at Sequent, as a Director of Sales at IBM, as Vice President of Marketing at Unicru, and as CEO at Rubicon Marketing Group. He has been VP of Marketing Strategy with the Pedowitz Group for more than six years. He holds a BS in Engineering from the University of Limerick, Ireland and a MBA from the University of Portland. Connect with Kevin on LinkedIn or email him at kevin@pedowitzgroup.com. Download TPG’s new white paper: "TPG ONE: A New Approach to the Customer Journey."

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