"What does a content marketing team look like?"
This is the third most frequently asked question by businesses after (1) how to measure a content marketing strategy and (2) how to adapt a content marketing approach. It should probably be the first.
You could be a team made up of several people and wearing several hats in marketing. Or you could be a world team composed of hundreds of people at the siled . This is not serious. The "content" must absolutely be a strategic function in your company. He deserves the same dedication to the roles and responsibilities you assign to your accounting, legal, sales and other strategic business activities.
There is no way to stagger, manage and optimize all channels to ensure that the company's story is told without a dedicated content approach as a process.
And, interestingly, the only way to answer the question of how to evolve the content team is to understand it as a dedicated function. This is the inherent ingredient in the question of measuring content marketing – how a defined team structured around the purpose, creation, management and ultimate flow of content creates value for customers .
My friend and founder of CMI, Joe Pulizzi wrote a post three years ago, which defined many of the roles we still see today. At the time, he wrote: "Although there is no perfect structure for a marketing organization, it is obvious that marketing departments are turning into publishing organizations ] "
Three years later, although a good deal of the situation occurred, we also witnessed marked differences. What we have seen is a bit more complicated, but perhaps a little more realistic as to how companies plan to create a dedicated content marketing team.
Hybrid teams are emerging where roles and responsibilities are real but shared with more traditional marketing functions. For example, when Joe describes the idea of the public director, he states that it should be somebody:
… knows very well the characteristics of audience members, the triggers of their passion and the actions you want them to take.
While our 2020 version of the Director of Audience Development has the same responsibilities as those described by Joe in 2016, this person is also often responsible for building bridges between marketing and internal company relationships . In short, this role helps to ensure that the content marketing team meets the needs of the public and the needs of the business.
With this introduction, let's look at some important roles for the content marketing function in the enterprise.
1. Content Manager (aka Content Marketing Director or Program Director)
Generally, the content manager is not a holder of the suite, but directs the marketing efforts by the content. It is the ambassador of the content or the main narrator of the organization. Many times this person corresponds to what I call the " arbiter of good ."
This person should be responsible for defining the overall mission statement of the Editorial or Content Marketing and integrating all of your content. As each silo (public relations, email, social networks, research, etc.) begins to create and retain the content it is the responsibility of the CCO to ensure that the stories remain coherent and give meaning to the public (s).
In addition, the chief compliance officer must understand how stories translate into results that respond to the organization's business problems (for example, generate sales, reduce costs or create more of customers faithful ). This role is almost always the link between content marketing strategy and executive leadership.
2. Director of Content Strategy (aka Business, Governance, Structure Manager)
This extremely important role is one that, given the size or complexity of the organization, is often on an equal footing with the director of content marketing as a strategic function. Moreover, this role (similar to the role of public development) can be split according to a set of responsibilities "front-end" and "back-end".
In the beginning, this director can direct personal development and / or even types of user experience / UX . The person can help, (or lead) the development of business requirements for content management technologies.
In the end, this role is responsible for the functional flow of content as an asset throughout the company. Content strategists examine the structure of content and review taxonomies and metadata strategies. They review governance and workflow approaches to ensure that content flows smoothly in its management and optimization. They may be responsible for the content verification, inventories of the SEO strategy and, ultimately, the scalability of these approaches.
3. Responsible for traffic, projects and content planning (aka publisher)
We have seen this role become one of the most important. It's a role that illustrates the balance between content marketing and the more traditional needs of creating marketing content. From the point of view of owned media, this role is usually a chief editor, who focuses on the day-to-day operations of the editorial platform. However, we find that the Planning Manager is also often responsible for developing guidelines and workflow management for content from proprietary media (proactive editorial creation) and a merchant flow ( reactive editorial creation). This person is the internal project manager who improves the content processes, implements solutions to ensure the proper functioning of the team, as well as the quality and the respect of the regulations legal or d & Other regulatory requirements.
4. Director of Content Production (or Artistic Director, Specialist in Format)
Essential role that can be shared by a larger group, the production manager is responsible for appearance management. It may be the lead designer, the writer or perhaps even a format specialist who leads a multidisciplinary team of creative professionals (writers, designers, videographers, photographers, for example). This role is apparently the creative director of the content team.
5. Public Development Officer
The development of the audience has come a long way in the last five years. We wrote in detail about the audience strategist a few months ago. In addition, we find that, given the growing importance of this role, there can be two distinct roles: external communication and internal communication. As Joe wrote the head of the audience "should be responsible for creating subscription assets (mailing lists, mailing lists, social networks) likely to grow and Be segmented as your content mission matures and develops. "
In addition, the audience development officer is responsible for the paid efforts to gain public participation in corporate-owned media and sometimes for marketing-focused experiences. This latter responsibility is often left to those responsible for audience development, who liaise between content marketing and other initiatives, to ensure the internal activation and participation of the various marketing groups. In short, the audience development manager often serves as the business development or hype manager of the content marketing team.
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6. Influential Wrangler (aka Expert Manager, Outreach of Influencers)
It's a role that has always been a part of corporate communication or public relations (and still can). But as content creation from experts in the field – internal and external – takes more and more space in the content strategy, this role is the recruiter, wrangler and manager of these influencers in the process of content marketing. This person identifies, creates and maintains relationships with internal and external influencers likely to provide content, serve invited guests or even help to promote the company's content marketing efforts. .
7. Technical Content Manager
This role includes aspects of content management technology . This person knows the language of content, marketing and communications and helps the team to facilitate their processes with technology. This person can manage / operate the content management system, the technology behind the editorial calendar, the implementation of web analytics, or the data structures that manage the audiences. This role can also help to develop, implement and manage digital resource management systems . In simple terms, this is the technology expert of the content team.
Teams also have roles
These roles overlap, and most businesses will certainly not employ full – time employees for each position. In many cases, these positions will be assigned to other aspects of the jobs intended to support the business. In other words, many of these roles will be supported by more traditional marketing, technology or even operations professionals. For example, the role of technical content manager is often assigned to a shared service within the IT department. In another case, the influential factor is a manager within the company's communication team and constitutes a "dotted line" for the content team.
The percentage of time spent on these content marketing roles depends entirely on the amount of content marketing that makes up your marketing and integrated communications portfolio. But that's an important distinction – it should be dedicated to this function as a team.
The place where most businesses fail with content marketing is where these roles are perceived as an addition to a person's daily work. The investment in content marketing becomes "once you have finished creating content for sales – you can go to the fitting room and try this role of publisher management."
The creation of a team structure is an extremely important aspect to make a content marketing approach work. A common structure looks a bit like this:
The roles are segmented according to the roles of each group:
The Editorial Board is a team led and facilitated by the Content Marketing Program Manager. This cross-functional group informs and is informed of the editorial strategies and created by the content team. This chart helps define thematic priorities, direct and coordinate content with audiences and channels, and generally acts as the spokesperson for the company. The audience development officer is a frequent liaison between the editorial board and other content teams.
The content execution team can be separated or divided between the entire organization of marketing communications and the specialized content team itself . The content team may be responsible for managing projects and content-based platforms, but the content may actually be created by other people in the company.
The Management Team recognizes and empowers the processes standard guidelines and booklets, as well as budget and business priorities for content and content marketing. Typically, the content program manager is the link between the content marketing strategy and the management team.
Note that this list is not exhaustive. Many specialists can play an important role in a global content marketing strategy. Roles such as chain experts ( social media e-mail, print publications, videos, etc.), librarians translation and localization experts, dedicated editors, SEO experts, etc. the broader context of content and marketing strategy.
However, overall, what matters most is developing a functional strategy and applying the most important roles to your business. Laura Hamlyn, global content director for Red Hat, now has 45 members for the team that deals with the brand's strategic content approach. As she said, "Red Hat has a lot of responsibilities. Brands must offer consistent value in a consistent voice. We do this with a consistent team. "
These roles can help you put together the right, consistent team for the growth and success of your content marketing program.
RELATED HAND CONTENT:
Catch, CMI's strategy advisor, Robert Rose, on the main stage of Content Marketing World from September 2 to 6 in Cleveland, Ohio. Register today and use CMIBLOG100 to save $ 100.
Cover image of Joseph Kalinowski / Content Marketing Institute