Archive for the ‘Book Reviews’ Category
Note: the following is an excerpt from the book The Social Employee by Cheryl and Mark Burgess. Reprinted with permission.
The first step toward transitioning to a culture full of empowered social employees is to address some of the most common concerns brands face when considering going social. The following lists the most common concerns surrounding social media, as well as why these shouldn’t be concerns at all.
There’s nothing quite like good, old-fashioned fear. Everyone has heard Franklin Roosevelt’s famous Depression-era quote, “The only thing we have to fear is fear itself.” It’s remarkable how often these words go unheeded. In truth, fear often arises out of lack of knowledge, but brands can’t afford to be ignorant in any era. Fear of social media will likely result in paranoid, overprotective, and ultimately misguided business decisions. Even worse, it will make a band seem out of touch and unwilling to see the writing on the wall.
If brands have anything to fear, it’s not social media, but losing touch with customers. Marketers need to remember that just because something is new and different doesn’t mean it’s bad, or even dangerous. And in all honesty, social media isn’t even that new anymore. It’s time to face the music. Brands should be aware that “I haven’t done this before” only works as an excuse the first time they use it. Afterwards, they’ll just start to look rigid and stubborn.
2: What If I Do It Wrong?
Many Brands express misgivings as to how they should enter the social media fray. What if the wrong platform is chosen or organizations are not properly structured to accommodate these new technologies? On the surface, this may seem like a legitimate concern. As we’ve already discussed, social media certainly isn’t a static entity. But no technology is. Using the same logic, brands shouldn’t use computers simply because they continue to change as well.
The point is this: just because something is constantly changing doesn’t mean a brand is unable to adapt right along with it. Whether it’s with social media or not, brands can’t avoid risk. All things considered, we believe in the old adage that there’s safety in numbers. Countless brands are struggling with transitions into social business models at this very moment, and they are all learning from each other. It’s better to jump in now and learn through trial and error with everyone else than try to wait it out. If the latter is chosen, the competition will have a clear advantage over the more reticent brands.
3: Social Media Policies Don’t Offer Concrete Metrics or Proven ROI
This May have been true at one point, but as you will see from our success stories in the following chapters, pioneering social businesses do indeed measure investments in social media against real returns. Even the value of contributions from individual social employees can be measured, and tremendous results are being seen. As Dion Hinchcliffe and Peter Kim say in Social Business by Design, unlike the early days of social media, results are not the problem managing the richness and sheer scale of outcomes presents the greater business challenge.”
The social media versus ROI debate has actually become somewhat of a punch line in marketing circles. As much as business culture can have its own memes, the ROI conversation has certainly become one. For our favorite example, we suggest checking out “The Social Media ROI Conversation” on YouTube.
It’s important to note here, however, that even though brands are finding proven ways to measure the ROI of social endeavors, it is generally agreed that ROI, in some ways, is beside the point. When talking about social business, the discussion refers to building a culture of empowered, engaged social employees who are as confident working collaboratively as they are working independently. Social business then, is a long-term game plan for corporate sustainability, accountability, and transparency. The benefits of social business grow exponentially- and will continue to be felt for generations to come. Thinking simply in terms of ROI is, quite frankly, far too narrow a view when experiencing nothing short of a cultural revolution.
When thinking of inertia in business terms, think of a brand’s forward movement, or in this case, the lack thereof. It’s far too easy for brands to dismiss global changes in the business world as fads, or as somehow inconsequential to their individual enterprises. Dismissive brands are content doing what they do, and have no desire to go beyond that, despite the many indicators suggesting that perhaps they should.
To a certain extent, there can be no talking sense into brands or executives who stubbornly cling to such a mindset. The truth is that the inertia mentality has been dangerous to businesses long before social media came along. Time and time again, brands have been dragged kicking and screaming into the future. Even though a fierce resistance was initially shown, most have been happy with the results. The most successful brands year in and year out are the ones ready to challenge the status quo. These are the brands that don’t accept the idea that business as usual is god enough. In order to foster a culture of engaged social employees, brands must disavow the dangers of inertia directly in their mission statement-and then make sure they put their money where their mouth is.
5: Lack of Internal Structure
To many of the unindoctrinated, the idea of social businesses sounds like pure anarchy. Without a clear organizational hierarchy, wouldn’t the whole enterprise simply descend into chaos? Let’s put it this way: If a brand lacks leadership, it doesn’t matter how elaborate-or sparse-its internal structure is. Without leadership, brands will lose the confidence of their employees, and if this happens there will be much larger problems to worry about. Social business is not an argument for abandoning a structured approach to organization and collaboration. Instead, its an argument for enriched interaction, stickier connections, and more organic collaboration. In other words, social business is about putting your employees first in order to expose and promote pockets of expertise and skill sets that tend to go unnoticed in traditional command-and-control models.
As the case studies in this book demonstrate, social businesses still maintain clearly defined roles for their employees. However, the difference is that these new social employees have much more freedom to maneuver within these roles, and they are better connected to the enterprise as a whole. To some brands, this approach might reflect the fear of losing control we addressed in Chapter 1. We think it’s more important to focus on the upside of this new approach. Social brands put more trust in their employees than previous business models have allowed the to. The wonderful thing businesses are finding is that employees are almost categorically rewarding them for this newfound trust.
This issue may actually turn out to be the root of all other concerns we previously listed. Sure, everyone has heard the term “social media” as nauseum at this point, but its exact meaning and application remain elusive. Social media in business extends far beyond networking platforms like Facebook and LinkedIn. As the brands in our case studies demonstrate, going social affects every aspect of business, including the way a company structures itself, communicates internally, and communicated externally. the sort of brand engagement the public sees-external social branding-is only the tip of the iceberg. If brands are afraid that the concept of social business is too big of a pill to swallow, we encourage breaking social initiatives down into more digestible pieces and tackling them one step at a time. No one can go social overnight.
Cheryl and Mark Burgess are the principals of Blue Focus Marketing and co-authors of
the best-seller The Social Employee: How Great Companies Make Social Media Work.
One of the first things you’ll notice about Social PR Secrets: How to Optimize, Socialize, and Publicize Your Brand’s News by Lisa Buyer is how compact it is. Coming in at under 100 pages, this slim volume stands apart from most other business books simply by virtue of its slender profile.
It’s lack of bulk, however, is by no means due to lightweight content or skimping on ideas. It is, rather, a reflection of Lisa’s exceptional ability (invaluable to a top-notch public relations professional) to convey maximum information with minimal words. This is no wasted verbiage in this book, no fluff, no superfluous content. This is the bleach, the moonshine, the uranium of business books—powerful but highly concentrated.
In just eight dozen or so pages, Lisa demonstrates the impact that social media has had on the practice of public relations, and how professionals in the field need to adapt to these changes in order to thrive, changing the way they approach media relations; news release writing; content planning, creation and distribution; use of images and visuals; and the measurement and analysis of results.
A must-read for anyone in PR, the book is also of value to marketers, SEO professionals, social media managers, and executives who want to better understand the role PR plays in maximizing a brand’s total online visibility, credibility, and impact.
Indeed, while most PR professionals aren’t going to become webmasters (or vice versa), it’s vital for practitioners, and especially for marketing and PR executives, to understand how these roles as well as those of digital marketers, writers, graphic designers, social media, and advertising specialists need to be coordinated in order to optimize online presence.
As Google’s search algorithms have become more sophisticated, being highly “findable” and visible to relevant audiences online is no longer about tricks or gaming the system. Optimizing online results today requires creativity, great content, effective social interaction, and link-earning through relationships with key influencers, whoever those may be in your industry: journalists, analysts, bloggers, consultants, thought leaders and others.
Lisa doesn’t merely theorize about these developments; she has lived them, and her experiences both enliven the book and provide valuable examples that illustrate the concepts she details.
On the importance of content in both PR and SEO, for example, Lisa writes: “Everything in search” is about content, and “when you think about it, everything in public relations is about content—via a press release, media story, blog post, image, or executive bio.”
Each chapter helpfully contains “Social PR Secrets,” short paragraphs set off from the surrounding content in a different typeface. A few examples include:
- • “Leverage the power of Facebook Ads to promote posts to the newsfeed and generate publicity using a blend of organic and paid social PR.”
- • “Write three versions of a company press release: one for paid distribution version that includes a photo, logo, and video; another version for the company blog which might be shorter, a little more casual and have a different visual; and a website version…This will help index more content with search and avoid possible duplicate content issues.”
- • “Always, always, always post a press release on your website first, before submitting to the ‘wires’ to maximize authorship benefits and authority in the discussion—which also enhances visibility in search.”
- • “The simple application Buffer can be a secret weapon in bringing old blog content and news releases back to life and send new visits to otherwise dead pages.”
- • “PDF press releases and all text press releases are OUT, so make sure your press releases are accompanied with a strong visual such as an image, video, infographic or chart. This goes for your press releases hosted on your own website’s online newsroom.”
In today’s era of content marketing and social PR, Lisa advises PR professionals to “write (more) like a reporter and less like a marketer” and to support these content strategies by developing editorial calendars. “Social media has dramatically increased a brand’s number of owned media outlets, so smart businesses need to make the mental shift to think more like publishers. Managing content with an editorial calendar is a necessity.”
Another core element of social PR is having an online newsroom on your corporate website. While these have become fairly common, not all are well-designed or maintained, and “today the online newsroom can be an organization’s social PR secret weapon.”
Journalists today expect companies to have online newsrooms, and these should include, among other elements, news releases; prominent PR or media contact information; executive and product photos; biographies of company leaders; and “vital statistics: It’s really surprising how many organizations fail at incorporating the basic facts, background information, history, and milestones into the press center. More advanced content could include industry hot buttons, facts, and figures.”
Most powerfully, the online newsroom serves as an equalizer between large and small companies: “Expertise in a subject comes in all sizes, with 87% of journalists (say) they visit both large and small-to-medium sized organizations’ online newsrooms…today’s online newsroom is the command central for all company news activity and helps level the playing field for small companies to compete with Fortune 100 companies.”
As helpful as all of the information in this book is, two chapters in particular stand out. Chapter 8: The Art and Science of Social Publishing is a concise but brilliant guide to both the hard and soft factors that determine the effectiveness of social outreach, with three pages devoted to helpful tips like:
“Write for the Retweet, +1, Share, Like, Klout, and Comment: Facts, stats, tips, reports, studies, and breaking and trending news are good triggers for prompting a share. Ending a post with a question increases a post’s impression and reach.”
“The rise of visual social media marketing makes each image selection for a blog post critical and dictates that you must match each press release or media coverage recap…with an outstanding visual. Your article, blog post, and news release must be accompanied by a pinnable image to get your social PR news shared.”
Chapter 13: The Rise of Visual Reporting delves even deeper into the topic of matching relevant but compelling images to news content and announcements. Here, Lisa reports that “a recent PR Newswire analysis of its press release data revealed that press releases using multimedia assets garner significantly more visibility than text-only releases, up to 9.7 times more visibility.” She also provides a list of tools and apps that help with visual storytelling, as well as visual PR tips such as, “When launching a new product do not just have the ‘hero’ shot, take photos of the product in use or in application.”
And despite the book’s compact size, it covers an impressively wide range of topics. For example, Chapter 16: Avoiding a PR Disaster offers useful guidance on developing a social media policy that effectively supports PR: “To mitigate (risk of employees damaging an organization’s image on social networks), develop a company-wide policy that clearly defines both acceptable and unacceptable behavior on social media, and dictates how employees can effectively communicate your brand culture, voice, and message. Include guidelines about confidential and proprietary information and how each should be treated and balanced against the transparency that consumers increasingly expect from social media.”
Just a few pages later, she outlines her strategy for getting the most out of sessions at industry conferences: “I map out my session plan ahead of time and I always sit in the front row with my laptop or iPad, feverishly taking notes. Sitting in the front row gives you an advantage of having less distractions, more focus, and a better networking opportunity because most of the other front-runners are live bloggers or members of the media who are there to cover the session. Some of my best contacts and relationships have…been made sitting in the front row.”
Social PR Secrets packs an amazing quantity and range of practical, actionable knowledge into a thin, quickly digestible package. But it’s not a read-and-set-aside type book; you’ll want to keep this handy to refer back to key sections as your PR / content marketing / digital strategy develops. Anyone involved in PR, social media, digital marketing, content creation, or the management of a brand’s overall online presence will find this book an indispensable guide to working smarter and getting better results.
One of the most powerful impacts of social media is the way it has democratized brands. No longer is the brand, or corporate image, tightly controlled by a few senior executives, marketing communications specialists, and PR spokespersons. Every stakeholder in an enterprise—every customer, prospective customer, supplier, channel partner, employee, industry blogger, shareholder—has a voice. Those voices collectively shape the brand.
This reality can be scary as hell for brands, but it also creates new opportunities. Treating customers well produces an army of advocates, with far greater credibility and at far lower cost than traditional advertising. Invite bloggers to your company events, give them a peak “under the hood,” and the collective “media coverage” generated can be tremendous.
The most natural and knowledgeable group of brand ambassadors would seem though to be employees. They know the company’s products, people, policies and procedures from the inside. They (presumably) want the company to do well, as their livelihoods depend on its success. Those on the front lines, in areas like consulting and customer support, have a unique perspective and level of credibility. And collectively, particularly in large organizations, they can be a powerful amplifier of brand messages and values.
Yet companies big and small have struggled to capitalize on this potential. Asking employees to use social platforms on a brand’s behalf can easily feel awkward, or forced. Employees may not want to talk about the company on social media, or may not know how, or may want to expose too much, or may even use it in ways that damage the brand.
Of course, most organizations of any size now have social media policies in place; but these often only set the basic ground rules for discussing the company in social media (e.g., don’t discuss financial details, don’t disclose customer data, don’t talk about products in development). They don’t turn employees into effective and impactful brand advocates any more than merely knowing the traffic laws makes one an expert driver.
Into this milieu have stepped Cheryl and Mark Burgess with their book, The Social Employee: Success Lessons from IBM, AT&T, Dell, and Cisco on Building a Social Culture. A must-read for any executive or manager who wants to understand how to unleash the social power of a properly trained, motivated and incentivized workforce, this book goes far beyond the do’s and don’ts of social media policy. The authors have gone inside some of the most respected brands to discover and reveal how these companies have made social media work by enabling and empowering their employees.
In today’s social online world, the linear model of brand engagement (awareness, interest, desire, action) is obsolete. Rather than being the end goal, the sale is often the beginning of the true relationship between customers and brands. It isn’t just the product that matters, but the entire customer experience with the product, with post-sale support, even with a company’s values, that shape the brand image in the social realm.
To introduce their concept of a non-linear model of customer engagement, the authors invoke the image of a Möbius strip: a geometric shape that is “somewhat unique in the physical world. While the Möbius strip appears to be a closed band like a bracelet, because of a twist in the band itself the object technically has only one side—although it appears to have two…
“We like the metaphor implied in this famous mathematical conundrum: here is an object that is easy to understand by experiencing it, but incredibly difficult to produce through attempts to quantify it. Such a riddle creates an unmistakable parallel with the nature of social employee engagement. Any brand can see the value of social of social collaboration once they’ve jumped into the fray, but it’s much more challenging to try to define the precise formula for why it works…Each of us behaves as an employee, brand, and customer—sometimes simultaneously—throughout the course of a single day.”
Later in the book’s opening section, the authors quote a McKinsey Quarterly article which argues that “senior leaders can harness social media to shape consumer decision making in a predictable way…(social media) is much more than simply another form of paid marketing, and it demands more too: a clear framework to help CEOs and other top executives evaluate investments in it, a plan for building support infrastructure, and performance management systems to help leaders smartly scale their social presence. Companies that have these three elements in place can create critical new brand assets (such as content from customers or insights from their feedback), open up new channels for interactions (Twitter-based customer service, Facebook news feeds), and completely reposition a brand through the way its employees interact with customers or other parties.”
Social media is fundamentally changing the nature of marketing, and employees are crucial to successfully navigating this transition. In the sections titled Employees Already Own Your Brand and Marketing is Everyone’s Job, the authors contend that “strong Business-to-Business (B2) or Business-to-Consumer (B2C) communication outside of the brand’s walls begins with strong internal employee collaboration…Because of the many new demands that social media has created for internal organization as well as B2B and B2C interactions, brands are quickly coming to the realization that the act of marketing is no longer just the responsibility of the marketing department…This isn’t to say that each member of each department has to be on the frontlines of branding, just that everybody should have a role in spreading the brand’s message.
“The only thing preventing organizations from connecting employees with the necessary information and resources to drive real change is the willingness to develop a proper infrastructure…Many companies simply don’t know how to handle the changes in the work styles and attitudes that are emerging within the workforce.”
And that is what sets up the core of this book: lessons the authors share from seven leading companies in how to harness the power of social employees. Among them:
- • IBM: let employees develop the company’s social media guidelines. “In trying to determine the best way to address questions regarding the proper protocols of a social business, IBM struck on a novel idea: rather than confining a small group of people to a conference room to hammer out social policy, why not take the question to the people? IBM quickly set up an open wiki accessible to the entire network that would allow IBMers to establish their own computing guidelines…The results of the wiki experiment were quickly adapted as the company’s official social media guidelines. According to (IBM executive Ethan) McCarty, everything is still holding up quite well. ‘IBMers treat it like their Magna Carta’…The guidelines, which McCarty affectionately refers to as IBM’s social media Woodstock, have become so renowned in the business world that hundreds of other organizations have contacted IBM seeking permission to adopt them as their own.”
- • Adobe: promote social media policies and best practices as “guardrails” for employees, not straightjackets. Adobe’s Corporate Social Media team knows it can’t control or dictate every social media interaction, so it has instead “adopted a policy of `influence without authority’ in order to spread the brand’s social message…Larger brands simply don’t have the resources to micromanage social adoption practices for an entire enterprise. `We had little to no authority over (other internal) teams to mandate change,” (Senior Director of Social Media and Public Relations Maria) Poveromo said. ‘So instead, we had to learn ways to encourage these stakeholders to see the value of working together.'”
- • Dell: use tools and structure to monitor and address the torrent of social media activity happening outside the brand’s direct sphere of influence. “Listening to over 25,000 conversations daily produced a wealth of data, but the brand has had to be creative in how it sorts and utilizes this information. In 2010, Dell established the Social Media Listening Command Center (SMLCC) Led by Maribel Sierra. The brand has since designed over 300 monitoring categories in order to aggregate information by product line, customer segments, and various business functions. The SMLCC is able to sort data by criteria such as location/geography, basic demographics, reach, sentiment, subject matter, and social platform. To accomplish this kind of sorting, the SMLCC team uses Saleforce’s Radian6 technology to assess and report on the trending social media topics related to Dell.”
There’s much more, from Cisco (representing leader authentically builds tremendous credibility); Southwest Airlines (founder Herb Kelleher: “If the employee comes first, then they’re happy…A motivated employee treats the customer well”); AT&T (use social media to humanize the brand: “A fundamental trait of the social age is the fact that people expect information to come from a trusted resource with a human face”); and Acxiom (create a social employee “PACT”—short for passion, accountability, creativity and teamwork).
While the book showcases examples and practices from large organizations, many of the lessons are applicable to companies of any size—such as the importance of executive involvement on social platforms on behalf of the brand.
I’m thrilled and honored to have worked with Cheryl Burgess for the past three years honoring the #Nifty50 top women and men on Twitter. Cheryl and Mark have written an outstanding book for any leader seeking a roadmap to building and optimizing employee engagement on behalf of the brand in social media. As legendary management guru Tom Peters said of the book, “Social media is wasted without social employees…my social business favorite books #1: The Social Employee.”
In an era of increasingly transparent pricing, interchangeable products, and uniformly adequate service, the only remaining differentiator may be the “soul” of a company: is your organization the type of enterprise that people want to do business with? What do you stand for? How do you treat your people (which in turn determines how they will treat your customers)?
That “soul” is transparent as well. It’s reflected in the myriad social interactions an organizations employees have online. Employees who are empowered, energized and inspired by their organization’s mission and culture will paint a far different overall web presence than those who are micromanaged, disrespected and treated as headcount.
In the social age, the image of a company is no longer controlled by a charismatic CEO, clever advertising, or carefully choreographed media relations. It’s determined collectively by the firm’s customers and employees.
Such a collective effort can’t be tightly controlled. But it can be nurtured and encouraged. And the roadmap for this journey is laid out in a new book from #Nifty50 co-creator Cheryl Burgess and her partner Mark Burgess (soon to be released and available for pre-order now on Amazon), The Social Employee: How Great Companies Make Social Media Work.
Enterprises that embrace the concept of The Social Employee will be well positioned to thrive in the coming decade. Those that ignore this phenomenon do so at their own peril.
The phrase “content marketing” may well disappear at some point in the not-too-distant future. Not because the concept will fade away, but because it will be seen as redundant; there won’t be any marketing without content.
According to recent research, nearly 80% of CMOs see custom content as the future of marketing. And it’s not only marketing executives who are excited about content. The same study also showed that:
- • 90% of companies are already doing some form of content marketing.
- • 70% of customers said they “felt closer to a company as a result of content marketing.”
- • 70% of buyers would rather learn about a company through articles than through an advertisement.
- • 60% of people say they have been “inspired to seek out a product” after reading content about it.
And so it is that Content Rules: How to Create Killer Blogs, Podcasts, Videos, Ebooks, Webinars (and More) That Engage Customers and Ignite Your Business has arrived at at opportune time. Ann Handley and C.C. Chapman have written the definitive guide to creating nearly any type of content, as well as adding life to traditional formats like customer case studies and FAQ pages. Content Rules is a must-read for anyone who wants to create compelling, useful information for their target audiences.
Creating relevant, quality, original content within a web presence optimization (WPO) strategy has become critical to marketing success because, as the authors note, “overwhelmingly, consumers depend on search engines to help them shop online.” They cite research showing that “three out of five shoppers said they always or often use search engines when shopping online…more consumers use search engines than they do coupon sites, retailer emails, consumer reviews, or shopping comparison sites.” The figure is even higher for b2b and high-value, considered-purchase consumer goods.
The book works well on several levels, and though it’s most valuable to practitioners—those who actually envision, specify, create, repurpose, and promote business content— it’s also helpful for senior executives charged with developing content strategy and coordinating creative efforts.
As the previous post here noted, Amazon.com has announced it will shut down its affiliate program in Minnesota at the end of this month. If this review, or any of the other book reviews here, inspire you to buy the book, please click on any of the book’s links within the post today to buy the book on Amazon. Thank you!
Divided into four sections, the book opens with the case for content (though that’s increasingly superfluous), the basic “rules” of content creation, and wisdom such as the importance of giving content both “roots” (ground it “solidly in your unique perspective, voice, and point of view”) and “wings” (distributed, promoted and shared across the social web).
It proceeds through sections devoted to the “how to” of content creation, success stories (“with ideas you can steal”), and finally a brief closing section with next steps and a helpful checklist to help content creators follow the “rules.”
Among the authors’ insights:
- • The benefits of content marketing compound over time. Jay Baer uses the phrase “information annuity” while Marcus Sheridan of River Pools calls content “the ultimate gift that keeps on giving.” This echoes the message that social media and content transform marketing from an expense to an investment.
- • “The more valuable the information you can give to others, the more you will become viewed as an expert and therefore gain their trust…the person with the abundance mentality wins.”
- • Stuck for a subject to write about? “Know your customers…and what keeps them up at night. What are their concerns and objectives? What do they care about? How will your brand help them in their daily lives?”
- • Getting high-quality backlinks to your website is crucial to achieving high rankings in search. But traditional link building is all but dead; so how do you get those links? “By creating compelling content. Every time someone shares a link to your site in some fashion (by blogging about you or sharing a link on Twitter, for example), it boosts your search ranking. Make a video that everyone is raving about or write a blog post that people can’t stop talking about, and you’ll see your site start appearing much higher on the results page when search for…the things you sell.” Which is pretty much what WPO is.
- • To differentiate their content, and companies, in a crowded market, content creators must “expand their traditional notions of corporate identity to include language, the words a company uses, and tone of voice. Branding, after all, is about differentiation. And describing a brand begins with words. Don’t rely on…worn-to-the-bone words and phrases and bland corporate tone.” Companies often struggle with this internally, particularly if the team has been in place for a while, but any decent consumer or b2b marketing agency should be able to assist in this effort.
- • A bit more on tone (love this): “In business, it’s tempting (and easier) to use the same boring words everyone else uses. But you’ll be far more approachable (and a whole lot more engaging) if you lighten up a little. I’d worry less about shocking customers than I would about boring them.”
- • “Literally speak the language of your customers. You want to appeal to them, certainly, but you also want your content to appear in search results when your would-be customers are looking for what you have to offer. How do your customers describe your product or service? What words do they use?” This is vital. Do keyword research, ask your sales force, and talk to your customers.
There’s much, much more on topics ranging from over-used buzzwords to avoid and methods for repurposing and re-using content to the six characteristics of great business storytelling and how to capitalize on events for content creation.
The authors provide such an effective and comprehensive overview of content development that it’s difficult to find fault with the book. A couple of minor quibbles regarding metrics though:
- • In the section titled “Set Your Metrics: What Does Success Look Like?,” the authors mention number of subscribers, inbound links, comments and “social validation” as key metrics, but don’t mention two other key measures to track: number of blog visitors who then visit other key areas on your website (such as product pages) and the number who take some conversion action (e.g., registering for a webinar, downloading a white paper, or subscribing to your newsletter). (One of our clients was generating, on average, 10% of all leads via referral traffic from their blog within one year of launching it.)
- • Similarly, on metrics for Ebooks and white papers, the authors cite number of downloads as a key metric—which it certainly is—but I’d add sources of traffic leading to these downloads as another vital piece of data to track.
All in all, this is an outstanding guide to creating, optimizing and sharing compelling, customer-focused information. Even if you’re an experienced content marketer, Content Rules will help you produce better content, produce content better, or both.