How to create audience-centric B2B content
Many B2B companies aren’t creating content that resonates well with their target audience, despite increasing investments in content marketing. A Forrester survey found that nearly two-thirds (63%) of B2B buyers felt their vendors gave them too many content. The same percentage stated that they are given more content than they need. What is the problem? How can marketers fix it? This week’s podcast features Phyllis Davidson, Principal Analyst and Lisa Gately, VP.
These areas are difficult for marketers because, as Davidson points out, companies exist to sell products and services. This is what inevitably influences the content marketers create. It is also difficult to find data about the types of content that buyers use during their buying journey. Companies that do attempt to implement best practices in content, such as personalization can fail. Davidson recalls a company that required visitors to make a number of choices before they could see any content on its website.
Global companies face additional challenges when it comes to customizing content for particular regions. Sometimes, centralized content planning methods that are supposed to increase efficiency may prove counterproductive. Gately states that regional marketers might not be able to predict what content will arrive when. Some assets may need to translated or localized before being used. In some cases, these assets may not be appropriate for a local audience. It is important to get input from both central and local teams before content planning can begin. Also, it is important to maintain a shared calendar so that every team has the resources they need.
Gately and Davidson recommend that you constantly improve your buyer insights. This includes understanding who your buyers really are and what information they want. Marketers need to track the assets that buyers use, and when they are used. These insights will help you refine your future strategies.
Learn how modern PLM lays the foundation for smart manufacturing and supply chain resilience
In the past, manufacturers competed on scale. The only ones who used product lifecycle management systems (PLM) were design engineers. Their job was to create the lowest-cost parts for mass production.
Manufacturers must now compete on customization and time-to-market. This is why industrial giants have placed their trust in software.
Over-the-air vehicle software upgrades are valued by fleet owners and drivers. The predictable cost and availability for jet engines is what airlines and defense departments value. Manufacturers and customers love the promise that new subscription business models are available.
Modern product lifecycle management is used by sales, marketing and customer service staff as well as engineers. This is why jet engine manufacturers, and compressor blades manufacturers, use modern PLM to collaborate with airlines on testing, design, and development. It is also part of the Tesla supply chain‘s secret: the ability to reveal a vehicle’s digital twin, and then sell directly to the driver without the involvement of a dealer.
PLM and additive manufacturing are helping to improve supply chain resilience. You can design and test complex parts, such as the burner for a gas turbine. You can connect your simulations to digital manufacturing devices for low-volume, high value production. This allows you to reduce dependence on low-cost suppliers of components and increases resilience.
I invite clients to watch our webinar on recent research into modern PLM. Learn how manufacturers work:
- Involve potential customers in testing and design.
- To boost collaboration innovation, manage a digital thread that links design, manufacturing, and maintenance.
- They can reduce time-to-market, and increase their chances of success in the market for their products.
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