- October 10, 2016
- Posted by: Robert Rose
- Categories: Content Marketing, Customer Experience
I have a content campfire story for you.
Once upon a time, a company that still lives today was founded in a city by the bay. It has lived its entire life in the digital age. It was founded around the time that many of today’s social platforms emerged, and it leapt to early success by creating an entire category of content and experience.
The company disrupted the status-quo foundation of a classic business approach. It created a differentiating, thought-leading, content-driven experience across its industry. From its inception, it has owned the space it created. It is the very definition of Clayton Christensen’s term disruptive innovation – what the venture community calls a unicorn. From angel-funded startup to venture-funded behemoth, it has been enormously successful.
And its use of content has been its beating heart.
Now, market forces are compelling the business to expand in two directions. Their success means that they are placing bets by both expanding into different markets and adding breadth to their solutions. As a result, their once niche, remarkable content experience is in danger of breaking. It’s becoming generalized, too general for sophisticated customers, too complex for basic customers, and losing all sense of differentiation.
If the content experience breaks, the unicorn may stumble along with it. The question is, what to do? Should they dismantle the experience? Should they change the experience to fit the business direction? Launch another?
I think we’ll see more and more of this type of challenge as valuable content powers more and more of our marketing and customer experience strategies. The story above is an extreme example; there are other smaller examples as well.
One company I worked with sold an entire product division of their company, but the very successful blog and resource center didn’t go with it. What should the company do with that content? Should they pivot it or abandon it completely? Should they have sold the blog and its audience with the product division? What would that have been worth? These are new questions that we will have to grapple with.
I met with another company that had recently merged with a like-sized company to make a new huge company. My client was in the content marketing group of the smaller of the two. As if they were boarding Noah’s ark, every marketing group was paired within the merged companies. The challenge? My marketing director friend had no one to pair with in the other company. Now he’s alone, trying to figure out how to create a new story in a place were he has no relevance. This is a new kind of problem.
Will we ever reach a point where corporate leaders will see a company’s assets as including content and content-driven experiences?
Here’s a more interesting line of questioning. (We’re getting to our campfire story.) What should a unicorn company do when forced to stretch – perhaps productively, perhaps not – into new markets? How can that unicorn retain its uniqueness, preventing its industry-leading, content-driven experiences from becoming just another commoditized voice in a wider market space?
I believe that, as leaders of content-driven experiences in our businesses – as unicorns ourselves – we must retain our own uniqueness by following the advice of one of my heroes, Rita Gunther McGrath. She says,
“To stay ahead, [we] need to constantly start new strategic initiatives, building and exploiting many transient competitive advantages at once.”
To me, that means a couple of things. First, even if we are abundantly successful in launching an industry-leading media product that defines thought leadership, we need to stay capable of launching new content-driven experiences as frequently as we might create new media buys. Second, we need to be able to pivot and dismantle any experience as soon as it ceases to provide that transient advantage.
In my campfire story, the unicorn company in question has seemingly decided to completely re-define its old content experience into a new type of experience that matches everything the business is trying to do. The audience isn’t quite buying it. They may stretch it too far and kill the unique experience. At that point, the reverse may happen, and the experience may actually kill the unicorn.
What’s the moral of our little story? Yeah, let’s not kill any unicorns if we can help it.