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Accenture Interactive: Brand content, how to define content leadership?

Published on by Fabrice Donnadieu - updated on

The organization of business-driven content strategies and content leadership are at the heart of the topic presented in this presentation.

This presentation is about "content leadership," that is, decisions made about content serving a brand, product, or institution. Who should have the power, the veto and the last word within the company? Response elements.

What is a content strategy?

A content strategy needs to focus on the needs and interests of the consumer. This is to express the truth of the product and the value proposition of the brand. The strategy must be nurtured by content as coherent as possible and distributed at the right time, on the right channel. It must strengthen the brand's position in the market, strengthen its reputation and must win the battle of attention by creating audiences.

When we realize a media campaign by paying, we have peaks of attention. But when we create an audience, we become the owner and it becomes possible to create an interaction taking another dimension with the customer. These engaged audiences help to collect data, segment targets and offer a personalized experience. This personalization is a source of value, based on trust, and ultimately transforms the user into a brand ambassador.

It is therefore important for companies to organize themselves to produce effective content, while remaining simple. The fewer people in the validation chain, the more relevant the organization is. It is essential to be organized to generate quality and save money, while being more efficient and more efficient.

What are the stages of the organization?

According to a poll conducted by  Accenture Interactive with 1,000 business executives, 90% of them believe that the responsibility for the content strategy lies with the executive committee (director of communication or chief content officer). In addition, a third of them consider that this is the responsibility of the CEO. Accenture Interactive considers that there are four stages in the organization of decisions:

  1. Audit existing complexity to determine opportunities for action
  2. Help build an internal entity that takes control of the content
  3. Help with change management in the business
  4. Support the personalization and operational deployment of these elements

Take stock of the complexity of the organization

It is essential to understand all the content already produced to determine who will be responsible for what and what will be the perimeter of the central entity to take control. The company must determine its ambitions, objectives, targets, points of contact and editorial standards.

Accenture Interactive worked with a food giant who wanted to be interested in what was happening centrally on their websites. The goal was to realign all sites to achieve a large-scale personalization, ie to get an online consumer life cycle, to sell from one category to another and to offer an experience in line with current market standards.

Auditing the complexity of the existing organization within a company makes it possible to visualize the functional elements to be preserved and the points of friction that deserve to be consolidated. The central entity that takes power decides to intervene at the global level, that is to say on brands existing in almost all of the group's markets. It leaves countries with the elements they need to operate specifically at their level, targeting what really belongs to the central and what is left to the local.

Create a suitable team

The next step is to create a team dedicated to generating more content and segmenting that content to generate audiences. This entity must obtain legitimacy in the face of already existing staff on the same missions. For example, Accenture Interactive worked for a banking group for which the agency has set up a "content cockpit".

The key to the success of the content strategy for this small team was to quickly define what the mission and objectives were, what its production capabilities were and what should be outsourced. The cockpit content has become a steering center for all external partners, deciding how to distribute all content for use by all services. And this without risking cannibalization in terms of audience capture and engagement.

Manage change within the company

It is important to explain to the workforce the added value of this content strategy and to convince them to make it their own. For example, at Sephora, loyal customers are now learning to wear makeup on YouTube by viewing beauty tutos. The brand had to find a way to better position itself by taking into account this important data.

The central strategy deployed by the agency was influential and required local variations. A work of acculturation and adoption has been carried out with all the community managers of the seven European countries involved. Today, Sephora has gained many positions in these countries.

Deploy the operational part

Accenture Interactive is a digital agency structured around the belief that the future of brands is the consumer experience. Which implies for a company to have in mind all the interactions with consumers throughout the acquisition tunnel and potentially having to change its business model, and its content strategy.

These experiences are structured on what is happening on the front of the stage (that the consumer sees), behind the scenes (marketing strategy, business) and what happens everywhere else (technological part and infrastructure allowing the whole of to exist).

The operational measures deployed by Accenture Interactive generally face two barriers:

  • The need to find agility in creativity and to do things quickly. The agency proposes to create "content studios" close to the decision center that accelerate the creative process and test content before deploying it throughout the ecosystem of a company.
  • The problem of a content strategy that carries the value of the brand, but must be deployed locally in a relevant way. This requires working centrally to implement what has added value and let the markets do what is specific to them, in order to generate value more effectively.

To conclude, Accenture Interactive worked with a major client for whom all these steps were completed: the Vatican Ministry of Communication. Before this collaboration, the Pope's own media relayed his information through all the prisms, being able to affirm that he agreed with such a social issue in the same way that he strongly condemned him.

Following the recommendations of the agency, the Vatican now has a television channel, a radio and a web media under the same graphic entity.

Speaker:Marie-Cécile PUISSOCHET

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