Last week, Martin wrote about how necessary content could make it simpler for B2B media firms to carve out a significant piece of the digital landscape for themselves.
The problem for a lot of content businesses, particularly consumer-facing ones, is that despite the merits of what they produce, it’s not essential for their readers.
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?
From consumer publishers wrestling with whether or not to install paywalls, to information providers struggling to place a value on their output in a crowded marketplace, the one thing media companies seem to get wrong time and again is pricing. Of course every business is different, and there’s no on-size-fits-all solution, but in almost ten years as a headhunter the issue of how and what to charge the customer has seemed to plague the media market.
Paul Mason, the economics editor of Channel 4 News, comes closest to identifying the crux of the problem that faces most media companies in the digital world. In his recent book, PostCapitalism, Mason says that as digital replaces physical media, almost everything is reduced to the same state – that of an information product that can be infinitely distributed and replicated at virtually no cost. Whether you’re talking about an episode of Game of Thrones, the historical worldwide prices of bauxite, or a picture of Kim Kardashian, it doesn’t matter – it’s all information that can be reproduced and shared.
“There are known knowns. These are things we know that we know. There are known unknowns. That is to say, there are things we know we don’t know. But there are also unknown unknowns. There are things we don’t know we don’t know.”
It is one of the most derided quotes of all time: simultaneously mocked both for its obviousness and its obscurity, Donald Rumsfeld was trying – ham-fistedly – to explain US foreign policy in Iraq. And we know how well that turned out.
With Christmas round the corner, some retail advertisers are raising fears about the effects the rise in ad-blocking could have on their digital operations. But where the focus was once solely on desk and laptop computing, experts are now asking what steps need to be taken to prevent mobile consumption suffering the same fate.
Earlier this month, my colleague Matt looked at the public appetite – or lack of it – for viewing ads online and suggested some of the creative ways publishers are attempting to combat that antipathy.
Web users find online advertising annoying, intrusive, often irrelevant, and a drag on browser speed. For those that go online using a mobile, there are also concerns over stealth data consumption and privacy.
It’s for these reasons, according to a recent YouGov survey, that 15% of internet users currently use ad-blocking software and 22% have at one time or another downloaded
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?
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.
Here’s a potentially concerning development all media owners would be advised to keep an eye on: this week, the Financial Times revealed ‘several’ mobile operators are proposing to lock advertising on their networks, with one European provider preparing to do so before the end of this year.
If you’re thinking of recruiting digital executives in the next 12-months, this could be a live issue with which they (and you) might have to deal.
As an executive search firm serving the media and information sectors, a large number of recent briefs have focused on hiring people to drive or assist transformational or cultural change within a client organisation.
The majority of our clients have been looking for executives and managers with a proven track record in changing the way teams work and/or think.
For the hiring firm it’s often difficult to know the exact qualities they should look for when hiring new people to bring change to their business. What makes a good manager of change? It can be so different from one business to the next, it’s often difficult to draw up a specific list of requirements. There are, however, a few fundamentals – things to look for – that hiring firms should take into consideration when recruiting for change management.
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.
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.