To me, content marketing will indeed be a key player in a brand’s strategy – communication and otherwise, because with the explosion of content across various internet and even other delivery platforms, and the increasing number of stimuli that the typical consumer is subject to, sheer volume might be needed, in addition to context, and relevance.
So, the thought then moved on to the creation of content. There are constraints to what UGC can achieve, and all brands may not have that luxury. So, what would be a good way to generate this in-house? That’s when I looked at it from the perspective of last week’s post – on the evolution of ‘social’ as a concept and the software it entails, and the subject of how social media will scale?
And not surprisingly, I arrived at culture. And a rewiring that will include changing roles in the various functions of the organisation. The two that come prominently to mind? HR, to not just use the tools at their disposal and hire people who have innate passion for the organisation’s domain, but also in being the torchbearer of the organisation’s new culture. Marketing, to harness this in-house talent, surface their creations – product or content or service processes, and see how it can be scaled and communicated. This would not only connect people with a common interest internally but also empower them, make them feel responsible and enable them to communicate this to an external crowd using their own networks.
These are only a couple of thoughts in a couple of functions, but even getting the rest of the organisation aligned around these might be a good start. More importantly, when this happens, the organisation might be then better equipped to engage with the crowd, culturally and operationally. ‘Social’ could then aim to scale.
until next time, multiply and rule
For those interested in the subject
Gautham’s post on social and scale
Social Induction, my post last week on social software and the larger purpose.