You finally get the C-suite on board with the implementation of a content marketing program. Not just create a blog or a Twitter account, but develop a strategy and use a real plan – a plan that understands your audience, how to meet their needs, and where to find them. Fast forward... You have started. You sweated. You launched. Your audience took notice and took action. Your strategy is working (for now) and your client/boss is happy. But before you put on your party hat,
beware of the trouble that may lie ahead. RELATED CONTENT AT HAND: How to grab C-Suite's attention with relevant content What can go wrong? A lot. When a fledgling strategy that no one initially cared about suddenly brings eyes and customers to your business, the internal dynamics can change. There may be an increased interest in content marketing, a desire to expand the approach to other areas of the organization, or even an impatience to see Illustrator Art Work the gains accrue faster. When a contentmarketing strategy brings customers into your business, the internal dynamics can change. @KLundT3 Click to tweet My agency sees these “hijackings” happening in two ways. First, when you prove internally that content marketing works, others within the organization may see the approach as the cure for what ails them — and want to build on what you're doing.
While it's a good sign when others want to join you, it's often done without thinking about an integrated strategy and process. Equally common, marketers are too eager to prove that content marketing works, and so content teams use data recklessly - bending and stretching it to suit their needs rather than making it serve the greater good of improved content and strategy. Let's walk through each example and show how to avoid (or fix) the problems. HAND-CHOSEN RELATED CONTENT: 7 Ways to Stop Floating With Your Content Marketing in 2017 Manage suspensions When your content marketing strategy gains traction, others in your orga