The recent Denver Digital Summit drew marketers, writers, and designers from around the united states. Session subject areas ranged from how to refine your SEO technique to how convincing your employer to improve your marketing budget if that’s what is needed.
In one period, Dan Gilgoff, professional editor at National Geographic, described the way the dynamic educational organization, global multimedia company, and nationwide icon uses the energy of analytics to provide far better content to its readers. National Geographic’s reach is huge and its effect is global – it’s the number-one multi media brand on cultural multimedia with 345 million supporters across all programs. While those stats are impressive, they suggest a diverse audience that follows National Geographic for a number of reasons. It can’t be easy to keep most of them happy.
According to Gilgoff, National Geographic uses analytics much like any other multimedia (or marketing) company: to find out about what stories visitors want, as well as perhaps more importantly, what they don’t want.
Readers know very well what they want
National Geographic’s analytics suggest readers know very well what they want. Visitors come to National Geographic for breathtaking photography and unique content about science, travel, archeology, and excursion. The publication’s audience typically doesn’t build relationships testimonies about geopolitics or health and fitness.
How come that? Over 125-plus years, National Geographic is rolling out a core identification. Readers go to The New York Times and CNN for geopolitics and other reports, but those same viewers expect best-in-class coverage of natural record, science, and excursion in the pages of National Geographic and online.
So, alternatively than carrying on to try for a breakthrough in areas like geopolitics and medical care, National Geographic sophisticated its content technique to give attention to its core competencies. It doesn’t indicate National Geographic’s experiences about medical care aren’t strong, “they’re not our stories to see,” Gilgoff said.
The lesson here’s to give attention to this content your audience craves, rather than wanting to break through into other topics or sectors that don’t interest your readers or your prospects. Whether you’re a news business or a technical B2B company, the content you produce should speak to your audience. Ignoring the stats in favor of persisting with irrelevant content will ultimately waste your organization time and money.
Don’t ignore underperforming content
Not every piece of content is a hit. That’s true even when you do distribute content consistent with what your audience is looking for. It’s easy to ignore a dud, writing off the failure as a one-time mistake and leaving it at that. By doing so, you miss out on an excellent opportunity for growth and improvement.
National Geographic uses an “underperforming dashboard” that tracks analytics of content its audience hasn’t engaged with as much as expected. With this dashboard, editors and writers create an active system of dialogue about poor performing content. Could the headline be increased? Do we promote the content on interpersonal? Was the tale compelling? These are all relevant questions when content doesn’t meet expectations.
You don’t necessarily need a dashboard to monitor your underperformers, but don’t hide from poorly followed content, either. Look carefully and you can gain insight into how to improve what you’re producing. And sometimes, when nothing’s working, it helps to call in the experts. Not everyone has the time to produce content, monitor the analytics, and refine content strategy. If you’re ready to improve your content marketing strategy and see a better return on your marketing spend.
Not everyone has the time to produce content, monitor the analytics, and refine content strategy. If you’re ready to improve your content marketing strategy and see a better return on your marketing spend.
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