High-Tech Communicator

Establish the Right Tone for B2B Advertising

I’ve always felt that a factual, journalistic tone is most effective for B2B marketing materials, and that buyers want a straightforward description of the benefits of purchasing a particular solution. Technology buyers are very smart and very skeptical of anything that smacks of hype.

I recently ran across an interesting study by Harte Hanks that backs up this view. “Mapping the Technology Buyer’s Journey” looks at how technology buyers purchase products. One of the questions the study asks is, “How effective are the following marketing ‘tones’ in initially attracting your attention to technology product advertising?”

• The most effective (87%) in attracting attention was a factual tone.
• Next (83%) was cost/value-oriented.
• Also highly effective (79%) was benefit-oriented.

Humorous (17%) and edgy/cool (15%) received far less favorable ratings. Moreover, the study found that the higher the level of the responder in the organization, the less effective these two tones become. If you’re going for an executive level audience, it pays to avoid a humorous or edgy tone.

It’s nice to see my opinion validated.

How does this research reflect your results?

Facebook for Business

I’ve been skeptical about using Facebook for business. I’ve always thought it creeperish (as my teenage daughters would say) when former colleagues who I don’t know on a personal basis friend me. But I recently encountered a Facebook page that changed my mind.

Over the past few months, one of my daughters has been performing in a musical at a community theatre in Raleigh (www.raleighlittletheatre.org). As she moved from rehearsals into the actual performance, I became mesmerized with their Facebook page. The crew that creates this page has a great understanding of how to use Facebook in a business setting. 

The following are four observations of why Facebook works as a vehicle for promoting the theatre.

1. Facebook communicates quickly and effectively with many audiences at once. These include:  

• Actors—In the 2010-2011 season, the theatre will put on 11 plays including adult and youth theatre. Directors are constantly recruiting actors to audition for these plays. The more actors it can bring in, the more choice they have in casting. They use Facebook to encourage actors to audition by publicizing the auditions and by creating a feeling of community among people who have performed in productions, making it more likely they'll try out for new productions.
• Parents—With five youth performances a year, the theatre relies on an army of parents of actors who must transport their kids to the theatre and provide volunteer labor to help with the shows. Constant updates keep parents informed of everything that‘s going on regarding a particular show.
• Patrons—The theatre clearly needs to get people in to see the shows. Facebook publicizes shows throughout their run and lets people know if shows are selling out to create a sense of urgency. Behind-the-scenes views of the show help create excitement and interest.
• Volunteers—With a skeleton crew of paid staff, the theatre relies on an army of volunteers to build and strike sets and perform other technical tasks for each and every show. The staff pleads for additional workers on Facebook. In addition, all of the publicity and insider information about the shows helps keep volunteers engaged. 
• Sponsors—A number of local companies sponsor the theatre and its productions. They want to know that their money is well spent. Constant updates serve this purpose.

2. To maintain a steady stream of patrons coming to see the show and to develop a feeling of community among the many volunteers, the theatre uses Facebook for ongoing communications. Types of communications include:

• Behind-the-scenes views—The theatre works hard to give people a behind-the-scenes look at shows so people want to come see or volunteer for the shows. These include links to photos and videos of rehearsals or interesting facts about a show's history. Actors will talk about getting ready for opening night. When one of the directors was hospitalized, they posted a brief updates on his progress on Facebook.
• Promotions—During the run of a show, the theatre posts regular promotions. Whenever the local press publishes an article or runs a story on local television, a copy is posted on Facebook. Often, the theatre will do brief promotional events at local venues such as at a local bookstore and children’s museum; they’ll publicize the event beforehand and post photos of it afterward.   
• Announcements—Facebook will announce auditions, call backs and cast lists for upcoming shows. These are of interest not only for the cast themselves, but for people who may know the cast members. Facebook is also used to announce new shows, new classes, even the latest version of the newsletter.  
• Community comments—In some cases, people within the community post comments—whether it’s a volunteer about to take cast photos, an actor about to go to the theatre in their pajamas, or a friend of an actor going to see the show. This certainly creates a feeling of engagement with the productions.

3. By creating continual communications with all of these different constituents, the theatre helps build a relationship with the local community.   

4. The theatre tightly integrates its Facebook page with many other forms of marketing communications.

• Website—The Website lists all shows and upcoming classes, a history of the theatre, past award winners, information about shows from previous seasons, and much more. It also displays prominent links to the theatre’s newsletter, Facebook page and Twitter.
• Twitter—The theatre tweets announcements and news of interest.
• Newsletter—The theatre also produces a newsletter that publishes announcements about upcoming shows and promotions, volunteer opportunities and auditions.
• Email Listserv—The theatre also has a listserv that publishes pleas for volunteers.

While the theatre duplicates much information in these various venues, different people want to receive information in different ways. The theatre uses multiple avenues to communicate with people where they want to receive information.   

While I’ve been skeptical about using Facebook for business, this theatre page demonstrates one way that Facebook can be used in a business setting in a personalized, yet professional manner. Many of these ideas can be directly applied to many other types of organizations.

How does your organization use Facebook?

The Difference between a Feature and a Benefit

Twenty years ago, few in the technology industry knew the difference between a feature and a benefit. As a journalist at the time, I was bombarded with vendors who visited the magazine to do product demonstrations that showed all the cool features a particular product offered without explaining why anyone would care about that capability. The result was I was always mentally falling asleep. Friends who were software developers sneered at the idea that anyone would need to actually have the benefits explained. Surely any smart person would “get” the benefits instantly upon seeing the features.

In many technology companies, that attitude has changed. Many marketers today understand the need to carefully and precisely explain why a particular capability is important to customers and how it can benefit them.  

Nonetheless, I continue to run into marketers who explain benefits by describing features. In other words, they don’t really understand the difference between a feature and a benefit.

Drills and Holes

So here it is in a nutshell. The feature is the drill. The benefit is the hole.

Here’s a technology example. The feature is “an intuitive user interface that uses Web-type navigation with forward and back buttons.”

One benefit is that the user interface “reduces training and support costs by using a familiar interface that people can learn quickly.”

One Man’s Benefit is Another Man’s So What?

Another point to remember is that benefits are in the eye of the beholder. As you attempt to determine what a benefit is you need to determine the benefit to whom? After all, not everyone receives the same benefit from a particular feature.

For example, if you’re talking to a technical support person, the benefit of an intuitive user interface is that it “reduces annoying calls from stupid users.”

For the end user, the benefit might be that it “allows me to do things myself without having to wait on hold for tech support for 45 minutes.”

So remember, when determining features and benefits think of drill versus hole and that all benefits are in the eye of the beholder.

How well does your company distinguish between features and benefits?

What’s Your Philosophy of Writing?

The other day, I was talking to a marketing manager at a large technology company about a potential writing project. Usually, in an initial get-to-know-you phone meeting, marketing people will ask what types of projects I do and how I work—all  very tactical questions. But this woman asked instead, “What’s your philosophy?”

“Wow! That’s refreshing,” I thought. “No one’s ever asked me that before.”

Her question gets to people’s perception of writers. Often, people look at writing as a tactical task where the writer strings together sentences and polishes up the grammar. But when that’s all a writer does, marketers are invariably unhappy with the results and become distrustful of all writers. As one content expert recently noted, “Many writers seem to just not understand the topics, so while they may be grammatical experts, they destroy the message.”

By asking me my philosophy, this woman was saying that she understood that writing is a complex and strategic function that goes beyond stringing together sentences.

So What’s My Philosophy?

My writing philosophy centers around the type of writing I do and the process of writing.

Writing Types

With the idea of content marketing spreading like wildfire, marketers are actively looking to create content that describes how their solution helps people operate their businesses or do their jobs more effectively. The idea is that customers are actively looking for solutions for problems on the web and it behooves marketers who want to attract customers to give them what they’re looking for.

I come from a background of service journalism. In other words, I started out writing articles for niche publications that in some way, shape, or form provided information that helped people operate their businesses or do their jobs better. Whether it was a case study that showed how one business solved a particular problem, a comparative review of multiple products in a single category, or a trend piece that described changes an organization needed to be aware of, all of the articles I wrote always had a service bent. The white papers, case studies and other materials I write typically reflect that focus.

Writing Process

To create the type of materials I focus on, the writing process comes down to gaining a true understanding of the message the client wants to disseminate and then translating that into a piece that has meaning to the customer. The process is sort of like translating poetry from one language to another. This is more complex than it looks. After all, think about what would happen if you ran a poem through translation software. You’d get gibberish.

Why?  

Most poems are chock full of obscure references. If you don’t understand the references, you don’t understand the poem. But when you get a good professor to explain the poem, a whole new world opens up.

Similarly, pieces about technology contain all sorts of jargon, acronyms, and obscure references.

So for papers where the content is well defined, such as a white paper based on a sales presentation, the job of a writer is to be the poetry professor and translate the “poem” (in this case the technology) into language that students can understand. Since I’m not really an expert at any one technology, I do deep background research looking up obscure articles explaining the technology until I “get it” enough to explain to someone else.

But for many white papers, the client only has a 30,000-foot view of what they want to say. In that case, I need to come up with most of the content from scratch through interviews and research. I then shape it into something that meets the client’s criteria and that readers can understand.

So to summarize, what’s my philosophy to create value?

1. Create service-type pieces that help customers do their job or run their business better
2. Find out in a deep way what the client is really trying to say.
3. Make sure I get all the background I need to truly understand the message.
4. Learn what the customer wants to know and translate the message in such a way that the customer understands the value of my client’s message.

And that’s how writers add value to content during the writing process.

What’s your philosophy about producing marketing materials?

 

Looking for Ideas for Impactful Content for B2B Marketing?

One of the biggest challenges content marketers face is developing compelling content that will attract B2B buyers. Here’s one suggestion that few B2B content marketers consider.

Let me start with a story.

Years ago, when I was an editor for PC Magazine, I was assigned the task of developing, managing, and editing a special “blockbuster” issue about software applications that help investors select stocks. We enlisted trading experts and IT staff at several large brokerage firms to help us evaluate the software.

Although these people were used to making gobs of money in their day jobs and we paid relatively little for their efforts, they eagerly worked on this project. Part of the reason they participated in the project was that they liked the publicity of being featured in a large, well-known publication. But the more important reason was that they believed that they needed to explore every single one of their software options to make sure their firm knew which ones would give them a competitive advantage.   

As a result of this project (and discussions with many other IT buyers), the editors at PC Magazine ultimately redesigned the format of the publication. Instead of writing general interest articles about personal computing, the magazine ultimately concentrated on product evaluations. Not only did product evaluations become their sole focus, they also made a point to review every single product they could find in a category, rather than just the top five to 10 products.  

Today, the market has consolidated and IT buyers no longer have a choice of dozens of IT solutions to every problem. Nonetheless, IT buyers are voracious consumers of solid information about how to address their challenges—particularly since fewer trade publications are available to talk about these issues.

Marketers can provide a valuable service by developing white papers that compare and contrast the various options available for solving specific problems. While a vendor may not be able to get away with a white paper that actually ranks competitive products the way PC Magazine does, it can provide frank discussions of the types of technology options available in a particular category and their pros and cons for different applications.  

So consider white papers that compare technologies as part of your content mix. This information is sure to be of great interest to your buyers and will allow you to position yourself as a company that provides true value to your customers.

How have you used technology evaluations in your marketing efforts?

What B2B Content Marketers Can Learn from Niche Publications

When the personal computer industry burst onto the scene, so did a raft of new trade publications. And IT buyers scoured their pages for help with their purchase decisions.

Today, many of these publications are struggling, not because IT buyers don’t see incredible value in their pages, but because they’ve failed to find ways to monetize their services in the Internet age. Yet, buyers remain as hungry for content as always. And marketers that provide valuable content —especially when they do so for free—are reaping the benefits.

According to a recent study by ITSMA, “How Customers Choose Solution Providers, 2010: The New Buyer Paradox,” nearly 60% of respondents said that idea-based content plays an important or critical role in determining which providers make it into their short lists. And if providers go farther and use thought leadership to help companies clarify their business needs and suggest solutions, 30% of this group said they would consider sole-sourcing the deal.

Since marketing departments are new to content creation, they can learn valuable lessons from the pros of content creation—those niche publishers. Here are some tips from the pros:

Find out what readers are looking for.

Publications are obsessed with what their readers think.  When I was at PC Magazine in the late 80s, our mission was to help companies make purchase decisions—so we could sell ads to the companies trying to reach those decision makers. We did extensive surveys of readers to determine how they made purchase decisions, and we made sure that each page helped with that process. As a result, the editors shifted the focus of the magazine away from general interest articles about the new (at the time) technology and began doing hard-core comparative product reviews that would directly help companies make their decisions. Other publications surveyed readers on their interest level in various topics. At still others, we conducted extensive focus groups on readers’ interest in various types of articles.

Draw the reader in.

Publications understand that if a piece doesn’t immediately pique a reader’s interest, the reader simply won’t read further. Therefore, they always work to make sure each article has an enticing headline, subhead, and lead paragraph that would pull the reader in. For more information on what makes a headline enticing, see our six-part series on headlines.

Make sure your content is easy to read.

At PC Magazine, we had vast armies of writers and editors intent on making sure all the copy was conversational, easy to understand and error-free. Once a writer turned in an article, a so-called “line editor” often completely rewrote the copy to ensure it made sense and flowed logically. An executive editor then reviewed the text. Next, several “copy editors” looked at each individual line of copy for clarity, style consistency, spelling, and so on. Finally, at least two proofreaders would review each article for typos.

Write for scan ability.

Each article in publications always contain attractive elements that help the headline, subhead, and lead paragraph pull the reader in. These include interesting pull quotes, lots of charts and graphs, and captions. At PC Magazine we also created fact files about each product, which were short summaries of our reviews. These elements allowed readers to skim the article as they quickly flipped through it and still come away with the main points. If readers were intrigued by any of these elements, they would read the article to learn more.

By stealing these techniques from trade publications, marketers can better fulfill the information needs of their customers. And as research shows, by giving customers vital information, companies are more likely to land on the short list when it comes time for customers to purchase a product.

Has your company adopted publishing techniques?

So You Think Your Content is Customer Centric

While many technology marketers continue to create self-promotional, beat-your-chest marketing, many others realize that it’s more effective to create marketing content that addresses issues from the customers’ perspective. But while companies understand the idea of customer centricity in theory, they sometimes fall down in practice.

Recently, I was asked to develop a white paper explaining the value of a particular type of software application. The marketing manager sent me a list of value statements upon which the paper should expand. 

Yet when it came time to flesh out these value statements, the content owner kept veering back to a discussion of the product’s features and capabilities. After digesting my notes, I had to go back and re-pose two questions, “What exactly is the strategic business problem that your customers want to address? And what is the benefit to the customer of solving the problem in the manner you describe?”

I was finally able to extract the answers to these two questions by taking a stab at answering them myself based on information from the company’s competitors (some of which applied and some didn’t) and then running my answers by the content owner. Once the content owner saw what I was looking for, she was able to tweak and correct the areas I’d gotten wrong.

I learned several lessons from this experience:

1. Because they’re so focused on cool technology, companies think that the reasons one should adopt the technology are self-evident. Nothing could be further from the truth. With the lackluster economy, companies are looking to align their IT solutions with their strategic business objectives. In other words, no matter how tactical a product may seem, companies want to know exactly how that product will help them address their strategic business goals—whether those goals are to reduce costs, increase revenues, minimize compliance risk, enhance productivity or some other objective. It’s the job of marketing to make a compelling link between their product and how it addresses customers’ business goals.
2. There’s still confusion about what it means to be customer centric. Many knowledgeable content owners (and other industry experts) persist in thinking that talking about product functionality while sprinkling in a dash of benefit sounding language means they’re customer centric. Instead, you need to be able to elaborate on exactly how the customer benefits from the product.
3. Many companies still don’t know what a benefit is. Many companies simply describe their features and think that’s the benefit. It’s not. What is a benefit? As they say, the “feature is the drill and the benefit is the hole.”
4. Concrete examples are more powerful than abstract statements. When I first asked the content owner about the benefits of specific products, she kept going back to a discussion of features. When I prepared examples of what I meant, she was able to give me what I needed. For example, instead of describing all the whiz bang capabilities of the product’s user interface (e.g. graphical process flows, automated alerts, point-and-click, forward-backward navigation), I ran by her a benefit: “The intuitive user interface improves ROI by reducing training costs and by getting people to use the product to improve productivity faster.”

So, to make sure your marketing content is really customer-centric, see if you’re addressing the key strategic business problems the organization faces (as well as the tactical ones) and be sure to describe benefits instead of features.

How well does your company address your customers?

 

Why Content Marketers Need a Good Editor

Recently, Joe Pulizzi wrote a post in his Junta42 Content Marketing blog called “10 Reasons Your Content Marketing is Killing You.” Number 9 was editing. As Joe said, “Editing may be the most underrated piece of the content marketing process. Sometimes we as brands don’t understand that the first draft of a piece of content is called a good start. Enter the editor. Get one or hire one.”

Given the sizable amount of poorly written content, many content marketers may not be aware of the value an editor adds to your content-marketing efforts.

A good editor will read through a piece of content a number of times looking at it from various angles and will play several important roles:  

1. A sounding board. At the highest level, a good editor will look at the ideas you present, question them, challenge them, and even play devil’s advocate to make sure you’ve thought them through. For example, I recently edited a series of three white papers—all expounding on different aspects of a single theme. As I reviewed the content, it quickly became apparent that each paper did not make a coherent argument, nor did the series as a whole. Once I interviewed the author to determine the argument he was trying to make, it became apparent that certain sections did not make sense in the paper in which they appeared—they made more sense in another paper or section. Other sections did not support the argument at all. A good editor will question everything you’ve written to make sure that everything that appears on the page makes sense.
2. A voice of logic.  Not only must a good piece of content make an argument, the argument must flow logically. A good editor will look at every paragraph to determine whether it advances the argument, whether it’s in the proper location, and whether the transitions between paragraphs make the reason the paragraph appears in the paper apparent to the reader.
3. An advocate for the reader. The other day, my husband and I were booking airline tickets on the Delta website. At one point during the booking process, they asked, “Are any of the passengers above fourteen years or younger.” Because there was no context to explain why they were asking the question, it took us both several minutes to figure out what they were talking about. If one of your readers has to puzzle over something for several minutes, you can be sure that they’ll simply stop reading. Why does this happen? Often the person writing the content will understand it so well that they don’t know what other people don’t understand and will leave out important details and explanations. A good editor will look at content from the perspective of a reader who is not an expert in the particular content area and determine what sections of copy are likely to confuse people.  
4. A parer-down of words. When I was first starting out, I once asked an editor the secret to good writing. He said, “Cut your copy in half.” I recently edited a piece that was about 4,000 words long—and such major surgery was just what the doctor ordered. By the time I removed all the asides and other extraneous text, the copy was half as long and twice as strong. Extra words get in the way of the reader’s clear understanding of ideas.
5. An enforcer of consistency. Marketers that want to reinforce their brand need to describe it in consistent terms. For example, a supplier of workforce management software always talks about how its solutions improve productivity (not efficiency) and minimize (not reduce) risk. Not only must the messaging be consistent, you need to use consistent grammar conventions and spelling to avoid confusing readers. This is the job of an editor.
6. A preventer of embarrassment. How many times have you seen a typo trumpeted on the back page of Consumer Reports? Talk about embarrassing. Even if your typo doesn’t make it to Consumer Reports, you certainly don’t want a typo in your white paper headline.

When you create content, you need a good editor to keep your paper intelligent sounding, logical, consistent—and to avoid embarrassing typos.

What’s your view of the role of an editor?

White Paper 2.0: Everything Old is New Again

A few months ago, I started getting lots of questions about whether we write “White Paper 2.0.” I quickly figured out that they were referring to the type of pieces Jonathan Kantor describes in his book Crafting White Paper 2.0: Designing Information for Today's Time and Attention-Challenged Business Reader.

Basically, the book presents ideas for incorporating a number of graphical components to make white papers more engaging and readable. White Paper 2.0 includes elements such as:

• Executive summaries and conclusions
• Callouts
• Graphics
• Bullet lists
• Shaded text boxes
• Descriptive subheadings

The use of these elements is designed to correspond to the way today’s busy readers want to approach the text. People tend to first skim the text by looking at summaries, callouts and other elements, and then decide whether and which sections to delve into more deeply.

I couldn’t agree with Kantor more. But looking at his book, I was struck by the idea, “Everything old is new again.”

It’s true. White Paper 2.0 concepts are new for white papers. White papers did indeed get their name for a reason—they were printed on white paper and have historically looked like term papers.

But looked at from another perspective, White Paper 2.0 is really about applying age old concepts from magazines and other publications to the white paper medium. Magazines have long used every single element Jonathan Kantor talked about to engage readers and keep them reading.

I can recall many an editorial meeting at PC Magazine 25 years ago where editors spent a lot of time critiquing headlines, subheads, captions and pull quotes. Those were the first things people read and were critical for drawing them into an article.   

What White Paper 2.0 is really about then is recognizing that, as the number of special interest publishers declines, B2B vendors are taking on the role these publishers once filled. As they do so, B2B vendors need to become more sophisticated about using techniques that have long been proven to work in engaging busy readers. As I said, everything old is new again.

How have you used White Paper 2.0?

Developing a B2B White Paper Strategy

From time to time, someone will call and say, “I need a white paper. We don’t have any and I have nothing to give people.”

Unfortunately, simply creating a white paper for the sake of having one isn’t an effective use of the time, effort and money. To get the greatest bang for your buck, it’s best to develop a strategy that matches the papers you create to the information requirements your customers have at different stages of their buying cycle. (Of course, other types of content will also be appropriate at different stages of the sales cycle, but I want to focus on white papers here).

The following are four commonly used types of papers that will help your customers through their buying cycle:

Generate awareness

Today, potential B2B customers start their purchase process by doing a web search for information that will educate them about possible solutions to business problems they may face. As a result, it’s a good idea to create a white paper designed to meet this customer need for information. These white papers are typically thought-leadership pieces that describe the particular customer problem and the benefits of solving it using a specific type of solution. 

Because companies may target the same product to different industries or different roles within a particular company and each of these target markets may have different concerns, companies often create different variations of papers for the same product targeting these different audiences. The key is to carefully define these key audiences and their business challenges that you can address, and then educate these audiences about the benefits of the type of solution you offer to their particular role or industry at a business (not technical) level.

Another way to educate your readers at the awareness stage of the buying cycle is to perform primary research and publish the results. Such research often documents the magnitude of a particular business problem, why customers are having difficulties addressing the problem, describing best practices for solving the problem and finding out how many companies follow these best practices.

Often complex products, such as ERP software, address multiple customer problems. In this case, you might want to address key problems one at a time rather than describe all the problems the solution addresses at once. For example, an ERP software vendor might do a series of educational papers talking about how ERP solutions can address different business issues—such as how it improves productivity, enhances business intelligence, improves financial returns and increases collaboration.

Describe the product

Once the customer becomes interested in your particular solution and is comparing yours to other solutions, you’ll need a white paper that describes your actual product. Such a paper should briefly summarize the problem the product addresses, possibly describe the pros and cons of alternative solutions and technologies, then describe your specific differentiators, key benefits and the key features that provide those benefits. Generally, because companies generally provide data sheets to describe the features and benefits of a particular product at a high level, a white paper will tend to describe more technical details for a more technical audience or describe the product in greater depth than a brochure.

Address common questions

During the sales process, certain questions will arise repeatedly. You can create white papers to address these frequently asked questions. For example, one common issue that companies address with white papers is how the product addresses compliance with a particular new regulation or how it fits in with a new technology category. Again, these white papers are typically used when the potential customer is actively involved with the salesforce.

Validation white papers

Finally, toward the end of the sales process, you’ll want papers to reassure your customers that your products actually do what they say they’re going to do and that give customers quantifiable information they can take to their boss as they make their final decision. Papers that are useful support for this part of the sales process might document the total cost of ownership, especially for products like virtualization hardware that promise to dramatically reduce a company’s operational costs. Another variation on this theme is a paper that describes how a customer can measure the return on investment. Such papers look not only costs but also the top line benefits of implementing the solution. Often these papers can be paired with an ROI tool that companies can use to measure the ROI they can expect from implementing the solution in their own environment. Still another variation gives three to five examples of how customers have benefitted from the solution.

These four categories of white papers form the basis of a white paper strategy that will enable you to start meeting potential customers’ information requirements throughout all phases of the sales cycle.

What’s your white paper strategy?