Martin Tripp Associates Content marketing Archives

A Pessimist’s Guide to Podcast Growth

Chris Sutcliffe

Sound thinking

Recently there’s been a lot of noise made about how podcasting is about to break into the big time. We’ve heard that before, of course, and have been hearing it for well over a decade, but now there are financial reasons to believe it might actually be true. Slate has announced it is expecting nearly half its revenue will come from its podcasts this year, after making significant investments in audio last year. It did so after reportedly seeing a significant uptick in overall advertising and membership revenue off the back of its podcasts, which is also one reason given by the NYT for their overall subscription success off the back of its podcasts including The Daily.

According to the latest Infinite Dial report from Edison, the average time per individual spent listening to podcasts has been steadily ticking up over the past few years, with 32 percent of the US population expected to have listened to a podcast monthly. Better still, research from Acast demonstrates that 76% of podcast listeners exposed to an ad took some form of follow-up action on the ad.

What is the future of branded content?

Martin Tripp

Building brand success

Branded content – native advertising, paid-for content, advertorial, creative solutions, call it what you will – has been around for over a century. Contently point to Theodore MacManus’s famous story on “The Penalty of Leadership” for Cadillac in 1915 as one of the early examples of the art. But there is no denying that there has been a recent rush to exploit the form, as media companies have sought to diversify their revenues and fight back against declining revenues from traditional advertising.

Now, pretty much every large digital or print publisher has their creative solutions team beavering away and finding synergies between their audiences and client brands. Many have

Is the structure of your business holding you back?

Matt D'Cruz

Spot where the buck stops….

Not long ago I spoke to the CEO of a magazine publishing business, one which has been doing pretty well by the standards of the wider market. Its advertising and subscription revenues are holding up reasonably well, but growth has stalled. One reason for this is that the business is siloed by discipline, rather than by product range – so that the editors, salespeople and marketers all sit in different reporting lines, with minimal communication between them. The publishers, the people who might be expected to come up with new revenue streams – from events to online content marketing solutions – have responsibility for their revenue numbers but no direct control over their sales teams. As a result, they have fewer levers to pull and no way to put their plans into action. The result is a dearth of new ideas in the business, while the reporting lines make it difficult to attract the kind of talent who might be able to take the business forward.

Another example is a B2B publishing company with decades of success behind it. The organisation was, for many years, organised as a set of business units whose managers were incentivised purely on profit, rather than on revenue or other KPIs. For a long time, this worked. But it also disincentivised

Print magazines: a blueprint for success

Martin Tripp

Different products…

What do Slimming World magazine and Heavy Lift & Project Forwarding International have in common?

On the surface, not much: one is a lifestyle magazine packed full of mouth-watering recipes and inspirational stories about weight loss; the other is a niche B2B title serving the global heavy logistics industry. One is sold on the newsstand and sells 640,000 per edition; the other is a controlled circulation title with a distribution of 19,000.

But there are several key similarities which may surprise people. First, they are predominantly print-based products. Second, they are growing and profitable businesses. And third, yes, they are both clients of ours.

…same philosophy

The fourth – and main – thing they have in common, though, is that they are both central to their communities, and invest heavily in content to ensure that this remains the case. Both titles have an acute sense of what works for their audience – what they want, and how it should be delivered – and are prepared to do what it takes to deliver that mission. They serve their readers. As a result, the publications are an absolute must for advertisers in their sector.

While much of the media landscape looks like

Is your firm using emojis in communications?

OliverLuft

Each week I receive roughly 150 marketing emails. The majority get deleted without any consideration of the content, but last week two emails caught my eye and caused me to investigate further. Why? Believe it or not, they stood out from the rest because they used emojis in the subject line.

For the uninitiated, emojis are little graphics that are commonly used in text messages but are increasingly moving into other forms of communication. The two that caught my attention were an image of a car to start the subject line of an email about car finance and, similarly, a party image in a service upgrade message from one of my tech providers.

Well, so far, you might think, so boring; but there is a point to all this: according to a recent survey Brits are 63% more likely to open an email with an emoji accompanying the subject line.

Digital publishing means constant flux: get used to it, hire leaders who can adapt and react

Matt D'Cruz

Sometimes the pace of change in publishing can be staggering. It seems not a month goes by without the arrival of a technology or platform that causes permanent disruption to how and where content is presented to end-users and forces executives to (again) fundamentally rethink their digital model.

The other week we met with a senior figure at a major international online publisher to discuss the changing nature of their business. He flagged up the biggest issue almost immediately:

‘The emphasis,’ he said, ‘has changed from driving traffic to our sites to taking our content out to where people are. That requires quite a change of mindset within the business.’

What can we learn from media changes in the 20 years since I became a headhunter?

Martin Tripp

In 1996, half the Internet users in the world subscribed to AOL

2016 marks twenty years since I became a headhunter. While that makes me feel incredibly old, it has been a fascinating time to be an observer of the media landscape across the UK and beyond.

When I first started, the internet existed, but was a hard-to-use and limited resource with dial-up access. Email also existed, but not in my office (we relied on faxes). Things were changing, yes; but no-one had really grasped the magnitude of what was about to happen.

If you really want to know how much the media world has changed in the intervening years, imagine saying this back in 1996:

Me2B, ad-blocking, and the personal information economy

OliverLuft

Brands, publishers and media owners are increasingly focused on tailoring content to meet the specific needs of individuals; and fuelling this rush to ever-greater personalisation has been a reliance on access to data – every last search term, web view, and geo-tagged movement helping firms to build a profile against which advertising can be sold.

So what does a consumer get in return for handing over all this information?

Other than being fed messages that advertisers think are relevant, they usually get nothing; but all that could be about to change…

What major themes dominated this media recruitment blog in 2015?

OliverLuft

MTA media headhunters With just over a week to go before everyone downs tools and sets off for a well-earned break, it seems a good moment to review the last twelve months to see if any discernible pattern can be established from looking at the subjects we have covered on this blog.

By taking the wholly unscientific route of totting up the topics (essentially, counting repeated use of subject tags) covered in the last year it’s possible to see where our thoughts have been since January. So, which issue has dominated this executive recruitment blog? Of all the topics we have used in the last 12 months, which has been the most prevalent?

Curating content: how brands can become trusted voices

Martin Tripp

In 2013, communications strategist Zan McCulloch-Lussier wrote about the overwhelming torrent of content that consumers face.

In the article for charity leaders, published in NTEN Change, he wrote: “48 hours of new video on YouTube. 684,000 pieces of content shared on Facebook. 100,000 tweets. This is just a sample of what happens every minute of every day on social media. Overwhelmed yet? The people you’re trying to talk to certainly are.”

Stats vary: but the challenge for brands to be heard amidst such noise is immense. McColloch-Lussier argues the only way forward is to curate content – on behalf of the audience – so you are seen as a trusted source of information. There is, in his view, no point in shouting louder. The only way to be heard is to become so trusted that your voice can be heard in a whisper.

Brand purpose: the next big recruiting tool for corporate business?

OliverLuft

MTA media headhunters Social responsibility is an increasingly significant issue in the make-up of our leading corporations, but as firms want us to love them for the good they do, how do we assess the quality of their ethical programmes?

Well, that’s where ‘brand purpose’ comes in.

Brand purpose can be a vital tool for companies which are keen to follow through on stated ethical promises, to add meaning to what they do, and to connect with consumers on an emotional level and build trust. It can also be pretty handy when it comes to recruiting new staff; but more of that later.

Become a trusted voice: what content marketers can learn from media brands

Martin Tripp

Among newsstand titles, what do the Daily Mail, The Economist, and The Wall Street Journal have in common with Retail Week, Slimming World, and Garden News?

Well, love them or hate them, they are all titles that have bucked the wider media trend and maintained strong brands and readerships over the last few years. They have become trusted voices by delivering appropriate content in the way their audience demands – across print, digital, social and video media.

So what can content marketers learn from their success?

Your next executive appointment: a social media influencer

OliverLuft

It’s all too easy nowadays for marketing messages to be avoided. In such a super-saturated time it seems obvious to say this but, nevertheless, it’s true. Print advertising is growing less effective; ad-blocking software fights against pop-ups and intrusive Google Ads; and YouTube has provided us all with the ultimate get out – the ‘skip ad’ button.

With so many firms throwing digital campaigns in our direction, it’s a wonder any break through and connect with individuals. It’s almost like we need a guide on social media to sift the rubbish on our behalf, tell us what’s stylish, and what to buy. Well, welcome to Influencer Marketing and its cabal of hip, young things waiting to fill us all in on what’s made the cool list.

The five most desired skills when recruiting B2B product marketers

Albert Ng

MTA media headhunters Marketing B2B products can be a highly-specialised affair and, as a result, finding senior leaders in the sector can be a challenge. The knowledge required to become an effective senior B2B marketer can take years to develop; this is particularly true in the business information space where, over the past 18 months, many clients have asked us to help find them top-class product marketing leaders.

Having worked on a number of similar projects recently it has become clear to us at Martin Tripp Associates that there’s an identifiable set of skills that are highly desirable at present. So, if you’re thinking of undertaking a process to appoint a senior b2B marketer, or looking to move into a senior product marketing role, it might be worth bearing in mind the five key attributes we have identified when recruiting product marketers for our clients:

Why you should recruit executives who are better than you…

Martin Tripp

In his 2011 AdWeek memoir on David Ogilvy, the advertising legend, Kenneth Roman tells the following story:

“At one board meeting, he [Ogilvy] gave directors sets of Russian nesting matryoshka dolls. Inside the largest doll a smaller one, then a smaller one, and so forth. Inside the smallest doll there was a slip of paper:

“If we hire people who are smaller than we are, we will become a company of dwarfs. If we hire people who are bigger than we are, we will become a company of giants.

“Hire people who are better than you are. And pay them more than you if necessary.”

It is a great guiding principle. The smart manager hires the best team and revels in its success – a success which reflects well on all of them; everybody wins. The less smart manager hires down, the team struggles to meet targets, and the manager ends up blaming team members; nobody wins.

Native advertising: it’s not just readers that need to know what’s an ad and what’s editorial

Albert Ng

As media headhunters it’s common for our conversations with senior editorial and commercial people – at old and new media businesses alike – to regularly address the challenges they face in offering new and compelling solutions to advertisers.

These conversations often revolve around how a publisher can use the editorial skills they have in-house, and a reputation for producing high-quality content, in commercial ways that won’t alienate the readership or damage a relationship that, in some cases, has been built on centuries of editorial rigour.

So how do they do that? Well, it isn’t easy.

A recent editorial candidate told me at their (established) news organisation, they have clear boundaries to maintain the traditional gap between editorial and commercial. But this ‘traditional’ gap is no longer the case everywhere, and some of the UK’s most distinguished media businesses are peering directly into it in the hope of finding new sources of revenue.

Increasingly, media organisations are becoming more relaxed around the separation of editorial and commercial activity and redefining how existing boundaries can work. Under the umbrella of ‘native advertising’, the old lines between editorial and commercial are changing.

Recruiting a Head of Digital? Have you considered these six key issues first?

Matt D'Cruz

MTA media headhunters While Martin Tripp Associates specialise in filling high-level positions right across the media sector, the vast majority of searches we’ve completed over the last three or four years have had one thing in common: nearly all of them have been about finding executives to assist in a transition from print to digital, or increasingly, from one kind of digital presence to a more advanced one.

In that context, the job title ‘Head of Digital’ can seem anachronistic. After all, if your business is digital-first (as many of our clients now are) then virtually every department – editorial, sales, marketing, product development, the lot – should have digital skills at the core.

However, some clients still have successful print businesses with separate digital teams that need to be managed. In that context, when they’re recruiting a Head of Digital, what they really need a matrix-managing figure to establish digital best-practice across the business.

What do they know about data? Two key themes to explore when recruiting content managers

OliverLuft

Data, data, data… it’s everywhere. Regardless of whether your role is commercial or creative, a good understanding of the uses of data is evermore important if you want to progress.

As an executive search firm used to hiring content teams and senior digital heads, we work closely with client organisations to source the best possible candidates – and questions about their knowledge and experience of working with data are asked increasingly.

One of the growing requirements for content specialists, we have found, is knowing what data to gather, analyse, and how to use that to personalise, and successfully shape on-going content programmes, build a loyal following, and convert into leads, and eventually customers.

Now, content managers don’t have to be data specialists, but a bit of knowledge can be very useful.

So when recruiting content managers, a hiring firm might be tempted to look for candidates with a good understanding of how to use data constructively and in a way that is timely, cost-effective, and entirely practical for their business.

Personalisation: it seems to work, yet more than a third don’t bother

OliverLuft

The coming of the New Year brings with it an annual rush of predictions on the trends and technologies that will dominate the next twelve months for those businesses keen to use digital channels to expand and improve the way the talk to – and do business with – their customers.

In the latest of these predictions, Tech Radar said last month the key trend for retail technology in the next 12-months would be the rise of ‘hyper-personalisation’. Instead of looking at portfolios of individuals, customer management would instead be looking at customer persona as a way to drive innovation and keep shoppers engaged.

“Only by serving the changing needs, preferences and behaviour of the customer,” it said, ‘will retailers and brands be able to meet today’s hyper-connected consumers on their terms, across all channels of interaction.”

Publishers need social referrals: so why have so few tapped into Pinterest?

OliverLuft

Mention Drudge Report to any web publisher and they’re likely to grow wistful and yearn for the days when a single link from the site could send their annual traffic sky-high.

With few referral sites, small audiences and less competition, things were simpler for web publishers in the not-so-distant past. What traffic a site drew was usually direct, or via a search engine, and the volume of pages published on any given day often determined the size of the audience.

Fast-forward to today and the situation couldn’t be more different: the competition for eyeballs is more fierce than ever and (thanks to social media) the number of high-volume referrers has gone through the roof.

Social isn’t just bringing new skills to customer service – it can also change its function

OliverLuft

Picture the situation: your firm is an airline, a customer enraged by the delay in getting back to him about lost baggage pays to promote a tweet about the ‘horrendous’ customer service. It gets seen by 76,000 people, what do you do?

Well, if you’re British Airways, you take eight hours to reply, enrage him all the more with your excuse, and carve out your own little corner of Internet infamy.

Customer Services may once have been the preserve of call centres but now, thanks to social media, it has become a high-stakes game. Not only do firms have to deal with a new channel, they also have to deal with a new culture. Now, customer grievances and the responses they bring are aired in public. If your firm gets it wrong it could end up like BA – with a black mark that (despite all recent improvements to social customer service) remains shareable and searchable.

Five trends that dominated media headhunting in 2014

Albert Ng

MTA media headhunters It seems like 2014 has shot by in a blur. The executive search industry moves fast, and for us this year seems to have moved particularly quickly. Yet, here we are with the calendar year drawing to a close. Well, what better time could there to pause and look back at some of the major trends and challenges that clients (and us headhunters) have witnessed and undergone in that time?

Here is my guide to the major themes of 2014 for headhunters and their clients:

Are you successfully tracking your content marketing efforts?

OliverLuft

Content marketing. It’s come to save us all, hasn’t it? With consumers looking around every available social network for information and entertainment, all brands have to do is provide satisfying content and in return people will be only to pleased to fill their coffers. Right?

Well, stone me. It’s a little bit more complicated than that. According to research from the Content Marketing Institute, brands are either having difficulty (or simply not bothering to…) to measure the value of their work.

Just 21 per cent of B2B marketers claimed they were successfully tracking the ROI of their content marketing campaigns.

Programmatic ads, Martin Sorrell, and what they mean for agency and other media jobs

OliverLuft

A recent article in The Wall Street Journal summed it up succinctly: some brands, it said, are increasingly using programmatic systems to buy digital ads themselves, rather than paying third parties to do so for them. A survey from Forrester Research and the Association of National Advertisers suggests a reason: it says 46% of marketers are concerned about the transparency of agencies tasked to buy online ads. Put simply, if the agency doesn’t tell you how much of your money its live buying desk spending on ads, and how much it’s taking as a fee, fears can spread.

(If you’re unsure of what programmatic ads are – might be an idea to pause here and read this…)

Paddy Power: edgy content marketing, banded ads

OliverLuft

If you’re a upstart brand looking to carve a sizeable place in your market and grow quickly, then a little controversy never really hurts. The theory goes that nothing stretches the money you have available for publicity like running edgy campaigns that risk censure.

Step forward online bookmaker Paddy Power and its roster of ads featuring the tranquillizing of chavs, tasering tea ladies, and refund offers if Oscar Pistorious was found not guilty – an ad eventually banned by the authorities.

Paddy Power has deliberately set out to drive business forward with an edgy and irreverent content marketing strategy that appeals to its target audience of young men, but the online bookmaker’s approach isn’t simply a matter of producing shocking ads time and time again, it’s more nuanced.

How Domino’s pizza uses mobile marketing and ordering to drive sales

OliverLuft

None of us needs a technology worthy or a digital consultant on £100 an hour to understand the importance of mobile devices. Cast a glance down any high street and you’ll soon get an idea for how inseparable we all are from our phones. Even Google tells us now that more searches are made via mobile or tablet device than via desktop.

Why then have so many businesses failed to create dedicated mobile sites or build specialist optimisation into their existing digital platforms? Do they think – unlike them – everyone else is happy to endlessly scroll, searching for a button or link that’s impossible to press?

Well, not so Domino’s Pizza. A couple of years ago the fast food chain took the decision to use mobile – on its own terms – as the venue to drive for competitive advantage.

Nick Dutch, head of digital at Domino’s UK, told the Smart Insight’s Digital Impact conference, in London earlier this week, how his firm had adopted a mobile-first strategy and sought to grow sales by focusing on this channel.

Five ways data is holding back personalised, one-on-one marketing (the first five really, because there are loads…)

OliverLuft

Unless they’ve been on extended leave or in serious dereliction of their duties, senior executives across the country are likely to have heard little else about the future of marketing than how putting customer relationships at the heart of their businesses will be vital in the coming years.

The digital world has forced a series of new challenges on business, and high on that list of challenges is the shift in customer behaviour bought about by the adoption of new technologies and communication through social media.

Firms keen to embrace this behaviour shift – and understand how consumers want to connect digital channels – need to think about how to gather data and then what to do with it.

Pinterest, Promoted Pins, and self-service social media ads for SMEs

OliverLuft

Running a small business in the digital age isn’t always easy. The inherent problems associated with battling a large rival offline have the unpleasant habit of transferring neatly to the online world.

Websites of firms with big marketing budgets are chocked with content; they command great authority from search engines; their inbound links are often of a high quality; and when search engines make big algorithmic changes, they respond quickly.

For small businesses that can’t compete on organic search, digital platforms offering flexible self-service ads and promotions can be a godsend.

Through its Adwords platform, Google allows creation of specific, targeted ‘pay per click’ (PPC) campaigns that can be tweaked easily through a self-service interface and provide smaller firms the exposure they need.

In fact, one small business owner told Tripp Associates his self-service Adwords had proved so easily manageable – and such a reliable source of revenue – he’d jettisoned his digital consultant and added £2 income to every £1 spent by closely managing campaigns himself.

And where Google has successfully enabled the small business owner, other digital platforms have followed.

Category: Content marketing