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?
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.
Libor, PPI, and high-profile stories about boardroom incompetence have done little to end the public beating dished out to the finance industry during the economic crisis. If that wasn’t bad enough, the sector’s pedestrian approach to content marketing seems to have done little to help win back old sympathies or convince new customers of its trustworthiness or expertise.
In part, the problem is one of justified anxiety. Perfectly reasonable fears about breaching regulations and falling foul of one penalty or another have fed a culture of risk-averse marketing in the financial sector. Consequently, everything has a beige hue and fails to light the imagination.
With its traditional conservatism and complex regulations, the financial services industry doesn’t immediately strike you as a sector ready to embrace the brave new world of content marketing, but scratch the surface and what emerges is a set of compelling reasons why it should.
Unlike consumer disposables, buying a mortgage or a pension product is a significant purchase. When faced with such a big decision, potential customers tread carefully and have important questions. Digital technology has enabled them to seek out answers like never before, meaning firms that can engage individuals with high-quality content have the potential to build lasting relationships. But how do they go about doing that?