At any moment in time, C-level executives are looking for answers to two questions:
What should I be doing right now?
What should I be preparing to do in the future?
We need to create a mix of these two types of thought leadership content to maintain strong relationships with their target audiences. Here’s why: Marketers who do this are more successful. In ITSMA’s Thought Leadership Survey, marketers with formal thought leadership processes segment their ideas this way 95% of the time. And those marketers tell us that they are much more satisfied with the quality of the ideas from their SMEs than marketers who have ad hoc processes for thought leadership development and dissemination. Among those who parse ideas, most split the pie in half between two types of ideas:
- Aspirational. These are the ideas that prompt buyers to think about change. Assuming that you’ve done the necessary research to understand your target audience, that change can be on a personal, organizational, or industry level. These ideas aren’t necessarily about predicting the future or painting a picture of how it will look. Often, they focus on a catalyst for change that may not be obvious. Consultant Fred Reichheld didn’t invent the concept of customer loyalty, but by identifying the marker for it, he changed how many companies approach managing customer loyalty. These kinds of ideas are generally most useful at the Epiphany Stage of the buying process, when buyers are casting about for ideas but haven’t formulated any specific plans.
- Practical. If these ideas were offered up at a newspaper’s editorial meeting, they’d go in the news hole. They identify a current trend, say a regulatory change, and offer perspective on what the trend means and how companies should react. An excellent, though controversial, example of this is the McKinsey article I wrote about a few weeks ago, about how US health care reform will affect employee benefits. Another great aspect of that piece is that when you click through to the article, you’ll see an aspirational piece positioned next to it entitled “Redesigning Employee Benefits,” which advocates taking a product development approach to the employee benefits process. Practical ideas tend to be more useful to buyers who are in the later stages of the buying process, when they have a more concrete idea of what they want to do but are looking for insight into how to do it.
What’s unspoken here is that you need to develop thought leadership that is appropriate to each stage of the buying process so that buyers (and salespeople) can get the right information at the right time. For example, buyers who are in the Epiphany Stage are looking for new ideas and industry news, while buyers who are actively getting ready to buy and are creating a short list of providers will be looking for case studies that profile how their peers have generated business results. Marketing and sales must agree on the alignment of content to the various buying stages so that sales will get the right signals about when and how to approach customers for a sale. For example, IBM creates specific versions of its thought leadership materials for salespeople to use during their discussions with customers.
Do you segment your thought leadership content?
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