通过罗伯特·罗斯published2020年7月22日 EST读取时间:11min

To Gate or Not to Gate? Is That Really the Question?

When it comes to B2B content marketing, a tension typically arises between marketing and sales teams over how much (if any) content should be gated. How much content should be accessible only to those willing toprovide contact information

关于门控内容的争论已经热了十年以上。销售团队的RAGE含量应门,因为这是唯一的办法业务能够吸引高质量的线索和机会,这是唯一的办法内容营销可以衡量的。这当然是错误的。这不是唯一办法

一些内容营销人员愤怒说gated content always loses because it makes engagement more challenging, can’t be indexed for SEO purposes, creates false impressions with people, and acts as a barrier betweenaudience buildingand selling. This, of course, is also wrong. There are engaged buyers who come through gates.

Despite the right answer lying somewhere in the middle, most B2B内容营销团队尽量平衡大量短期的,以需求为根,销售启用内容请求是导致盖茨和“自由”的内容,以打造品牌的既有媒体发布体验。简而言之,他们试图平衡资产的创造,燃料领先一代,并与建立差异化拥有的媒体体验编辑内容培育活动。

这种平衡不会在长期的工作。所以#TheStruggleIsReal。

@Robert_Rose说通过@CMIContent,门控和非门#内容之间的平衡不会在长期的工作。点击鸣叫

让我们清楚。没有什么本质上错门一些内容(尽管GDPR,CCPA,等compliance issues abound– but that’s the topic of another post). Gated content can produce its fair share of leads, opportunities, and sales. Gated content often is the very first step in a successful买方的旅程。一个wards have been given,case studies写的,budgets increasedall because content marketing campaigns that lead to gated assets have produced results.

但是,也是如此,有积极的结果来自内容营销的意图建设的audience journey。These audiences may be filled with people who provide their contact information because they are genuinely interested in a future relationship with your brand through your consistent delivery of valuable content.

且慢,如果这些人是不是注定要成为买家,我们为什么要关心他们的观众的旅程?因为观众可以的一个通过营销组织管理最重要的资产。In some instances, an audience member can be even more valuable than a singular purchase-making customer.

@Robert_Rose说通过@CMIContent,有时一名观众可以比单购买的客户更有价值。点击鸣叫

例如,当我还是一个B2B软件公司的首席营销官,我们有一个观众(让我们称他为丹)谁不仅从来没有成为一个客户,他从来没有一次录取的铅或有机会。丹从来没有一次发言,共进午餐,或者打高尔夫球,我们的销售代表之一。但由于丹是我们的思想领导力计划的这样的粉丝,他建议我们超过100万的新业务$在不到两年的时间。我们的内容帮助他获得晋升,并成为他的组织的领导者。丹是我们变得如此出色的垂直行业知名的主要原因之一。他是我们最大的球迷之一。

Dan was never part of our buyer’s journey. But he was an integral traveler on our audience’s journey.

这是什么是很重要的理解。盖茨都没有错,也不是通过短暂的,付费,推广活动(广告)推广内容的下载。然而,更好的问题要问的是:你如何平衡内容的创建,分发和推广为您设计为您的企业不同的旅程?

观众的运动三法

由于我们的咨询和顾问的做法,对第一个问题的一部分,我问一个客户端寻求平衡内容营销价值是他们关注的焦点。难道他们想建立的观众或移动呢?

These are the two customer journey goals enabled by content experiences. Put simply: Some content efforts feed short-term, usually external活动从他们的旅程到未来的一个部分移动受众。而有些内容努力构建和持续满足观众沿着它的旅程一步。

To be clear, it’s not an either-or choice. It is a “yes and” choice. We have to acknowledge that they are inherently different目标, and so the question that remains is how to balance our efforts between them.

要开始创造这种平衡,我们可以看看我有什么(用我的舌头牢牢脸颊)come to term the “three laws of audience motion.” Similar to Isaac Newton’s laws of motion, these are three foundations to better understand (and measure) how audiences behave when entering and traveling along either the buyer or audience journeys.

我们称他们为法律,不是因为他们是绝对的,而是因为在世界上,我们选择住在,我们会认识到这是“正常”。所以,是的,也有例外,这些法律。

Let’s explore.

1stlaw of audience motion

一个内容消费将保持不可访问或以恒定的速率移动从你渐行渐远,除非一贯明确有价值的和一致的内容体验采取行动。

由于最近讨论,你的营销数据库是不是你的听众。个人数据是感性的。你不建立与门控内容的观众,你将它们移动,(希望)。当你得到准确的,从一个简单的门控内容交易可信的信息,这是因为它的内容是消费者的情感,如果也许不是智力和财力,准备转移到买方的旅程的下一步。

你不与门#内容吸引观众,你将它们移动,(希望)@Robert_Rose说通过@CMIContent。点击鸣叫

观众,而另一方面,不一定准备移动。当他们提供他们的信息订阅free and unfettered access to content – it means they are NOT subscribing to what they just received. Theyaresubscribing to the unknown future value inherently promised in the value of the content they received. In other words, they just became customers – not of your product, but of the ideas you are evangelizing.

一旦最初的关系已定,你在保持它的成功取决于你不断在这一旅程建设。如果有人迹象高达你的思想领导力的通讯后,你的第一个动作是有一个销售代表通话时,您违反了观众的运动第一定律,你可以打赌的内容消费者将运动远离你进行设置。

Example:当科技公司SAP希望推出莱昂纳多,其新的人工智能产品,走向世界,其努力的一部分,是教育人,以AI的好处。该公司推出了名为九集的播客活动搜索萨莱。免费的播客下载集中在激励观众移动到买方的旅程,并参观了SAP博客。该博客充满了更详细的文章,并链接到了一起买方的旅程进一步和门铅发电资产。随着越来越多的超过33,000下载播客,该公司移动65000个意见他们的博客和大量相关的门控莱昂纳多内容资源的。

2NDlaw of motion

如果初始体验移动内容消费者变成了买方的旅程,那么买家的可能性成为观众等于在旅途中向前直线运动的总和。

The true benefit of building an audience is that either you engage a pool of people who can help you reach others who are willing to move (i.e., my story of Dan, above) or you and your brand will be top of mind for when they are willing/able to move.

One of the main purposes of advertising, cold calling, or any sort of external campaign to move audiences is to find (as quickly as the campaign is designed to run) the number of people who are ready, willing, and able to move into the buyer’s journey.

But additionally, as we move buyers forward, there are many things that may stall their progress. And providing the ability to move them into an audience to “rest” can be productive. Audiences move back into the buyer’s journey when they are ready and not before. And while your amazing, persuasive ad copy, brochure, or campaign call to action may convince someone to be ready to move sooner, the further along in the buyer’s journey they are, the more likely they are to become valuable audience members.

例:We recently worked with a global enterprise B2B software company. It launched a thought leadership email newsletter. And at the end of each newsletter the call to action directed people to its website to speak with a consultant who would give them a quote. That effort fell flat on its face.

Then, the company noticed that a high number of cold leads from its other sales campaigns was subscribing to its newsletter. It switched the newsletter content slightly to be more how-to and stopped selling to this audience. Instead, the calls to action led to other thought leadership platforms such as webinars and physical events. The company found that this cold-lead audience shared the webinars and physical events at twice the rate of customers. This group also answered polls and provided excellent data for both keyword and SEO benefits. And, over the long term, many of those cold leads came back to become buyers again.

3RDlaw of audience motion

如果初始体验移动内容消费者变成一个观众的旅程,那么观众可能影响购买是非线性的,并受到了观众的规模和质量成倍增加。

One of the main benefits of audience building is that it establishes a moretrusting relationshipfrom the outset. By delivering valuable content, you immediately position your company as more differentiated and valuable from the beginning.

But the value of an audience as a corporate asset has many facets. We’ve discussed at some length theexamples and definitions of these audience values。但关键,一般来说,是营销人员可以看作为有价值的影响购买事半功倍的受众的价值。从事,认购,并测量受众通常购买速度更快,多买多,停留时间较长,并宣传与更多的频率。

Example:Frontline Software created前沿性的研究与学习研betway让球究所,一个独立的网站与该公司的原创性研究和思想领导力教育专业人士期待在他们的学校,以改善运营。betway让球观众建设工作的重点是汇聚潜在客户,并让他们成为自己的时间导致的长期战略。它已经发展成为一个非常流行前线的受众平台,发展到代表公司的新业务的32%。它也改变了电子邮件通讯into one that has enjoyed a 195% increase in open rates and a less than 1% opt-out rate.

Establishing the balance of audience motion

If we build distinct business goals for the types of content we create, we cansegment并针对各类值平衡移动和构建受众的每种方法的预期。

此图示出横跨移动的观众或建立观众的两种方法的值:

每一个转换点说明了商业价值在整个旅程来衡量。当然,移动的观众采用经典的直复营销渠道价值,我们衡量:

  • Optimized behavior
  • Number of leads
  • Lead value
  • Opportunity value
  • 一个verage selling price (ASP)/transaction value
  • 顾客价值

Then, if our goal is to build an audience, we can deliver similar conversion points where we can measure the value of the audience as it grows:

  • 贡献值 - 在延长距离或影响的乘数效应
  • 能力值 - 能力利用数据来洞察市场
  • Campaign value – multiplier effect on pooling willing but not ready prospects
  • 顾客价值– creation of better, higher value customers through extra value
  • Cash value – ability to generate revenue or cost savings through the audience asset
  • 一个udience value – value of the audience asset monetized in multiple ways

最终,双方旅程的高潮在终止或者叫做客户或观众的商业资产。而且,他们分为三类:观众谁不会是客户,是客户的观众,而客户不属于观众。

That gets us back to two questions: Wherecould we最大价值?哪里你呢最大价值?

如果我们能够兼得移动和建设的观众来说,这些问题的答案将最终使这些圈的重叠,如此之大,它成为一个大的集团客户和观众的。

所以,把你的时间。找出其中的企业现在最需要的价值,以及如何你可能会开始再投资于移动观众的短期利益和建立观众的长期利益之间取得更好的平衡。

精心挑选的相关内容:4个内容营销目标的真正重要的业务
Discover more of Robert Rose’s insight to help your content development at the ContentTECH Summit Aug. 10-12. Register today

Cover image by Joseph Kalinowski/Content Marketing Institute

作者:罗伯特·罗斯

Robert is the founder and chief strategy officer ofThe Content Advisory, the education and consulting group for The Content Marketing Institute. Robert has worked with more than 500 companies, including 15 of the Fortune 100. He’s provided content marketing and strategy advice for global brands such as Capital One, NASA, Dell, McCormick Spices, Hewlett Packard, Microsoft, and The Bill & Melinda Gates Foundation. Robert’s third book –Killing Marketing与合着者乔Pulizzi被称为“书,改写市场规则。”他的第二本书 -经验:市场营销的第七时代是最畅销的,并已被称为“论文,和一个呼吁武装营销人员在21世纪领先的业务创新。”罗伯特的第一本书,管理内容营销, spent two weeks as a top 10 marketing book on Amazon.com and is generally considered to be the “owners manual” of the content marketing process. You can catch up with Robert on his popular podcast -The Weekly Wrap。按照他的Twitter@Robert_Rose

其他职位罗伯特·罗斯

加入过你的同行218,000!

您可以随时取消订阅。

FOLLOW CONTENT MARKETING INSTITUTE ON SOCIAL