Andrew Rogerson, Managing director, Grist and Nathan Hambrook-Skinner, director of communications, Willis

BEST-PRACTICE THOUGHT LEADERSHIPB2B INPROF, 25 FEBRUARY, 2016

ANDREW ROGERSON / GRIST NATHAN HAMBROOK-SKINNER / WILLIS TOWERS WATSON

02Grist / Content with purpose gristonline.com

Today’s agenda

• Aframeworkforbestpractice

• ResultsofGrist’ssnapsurvey

• Alookatanaward-winningexample,Resilience

• Whatsuccesslookslike

03Grist / Best-practice thought leadership B2B InProf

How effective is your firm’s content marketing programme?

Source: Grist PM Forum snap survey February 2016

Very effective 5 Not at all effective 1Rating of 2

Rating of 3 Rating of 4

13%

37%

8%

6%

37%


0 10 20 30 40 50

What are the main obstacles to content marketing success?

Buy-in from senior management

Budget

Availability of skilled Internal resource / expertise

Undefined processes

Lack of proof of concept


19%

50%

38%

21%

13%


Do you create content that clients really want to engage with?


We know clients’ issues and produce engaging content that addresses their pains

Don’t know

We struggle with the right topics to cover

We tend to write what the partners want to write about rather than what clients want to read

We probably cover the right issues but our content is not particularly engaging

2%

15%

33%

31%

19%


The content marketing sweet spot

CONTENT MARKETING SWEET SPOT...

INTELLIGENT CONTENT WITH PURPOSE

YOUR CLIENTS’ ISSUES,

OPPORTUNITIES AND

CHALLENGES

YOUR EXPERTISE, CAPABILITIES AND CREDIBILITY

75%93%

93% of B2B marketers connect their content to SERVICES while 75% of B2B clients turn to content for IDEAS

Source: Economist Intelligence Unit Survey, What do B2B marketers do vs What do senior executives want


We have a fully documented content marketing strategy

Don’t know

We don’t have a content marketing strategy at all

We have a content marketing strategy but it is not documented

Which of the following best describes your organisation’s content marketing strategy?


37%

44%

13%

6%


Setting the agenda – leading the debate

PROSPECTSYOUR ORGANISATION

INFLUENCERSMARKET RESEARCH

CLIENTSEXTERNAL EXPERTS

ENGAGEUNDERSTAND

INFORMCHALLENGE

INFLUENCEVALIDATE

Your goals,

expertise,

competitive

differentiation

Insightful

analysis of

your target

market

CONTENT MARKETING

PROGRAMME


Which of the following editorial tools do you use?

0 10 20 30 40 50

Client personas

A detailed plan/template for each content type

Content calendar

Article briefs

Editorial style guide

Analytics

None


38%

44%

46%

44%

37%

42%

17%


Editorial process

DESIGN, SUB AND

PROOF

FINAL DRAFT

7 8 9

CONTENT MARKETING

PLAN

EDITORIAL MEETING

ARTICLE BRIEF

BRIEF WRITER

INTERVIEW CLIENTS

AND PARTNERS

FIRST DRAFT

1 2 3 4 5 6

DOES IT MEET THE BRIEF?

NONO

PUBLISH


We know the channels our clients frequent and use them systematically

We typically use the same channels as we always have

We have a rough idea of the channels our clients use but tend not to test

We don’t know which channels our clients use but test frequently

Our understanding of media consumption


17%

27%

19%

37%


Widespread distribution

OWNED• Corporate websites• Social media company pages• Email marketing• Print publications• Events

PAID• Search engine advertising • Social media paid promotion • Content recommendation engines • Native advertising / advertorials • Sponsorship / advertising

EARNED• Media relations• Stakeholder relations• Influencer relations• Blogger outreach• Partnerships

SHARED• Social media activity• Referral programmes • Client meetings• Conferences

SHARED EARNED

OWNED

Microsites

Magazines Tweets

Reports

Infographics

Webcasts

Videos

Blogs Apps

ASSETSPresentations

PAID

CONTENTOriginal, insightful, authoritative content that differentiates your brand and helps your clients


We have a defined strategy for all of our content and measure accordingly

We have no measurement in place

We have no clear strategy for our content but are strong on analytics

We have a defined strategy for all of our content but are not so strong on measurement

Obvious areas for improvement


44%

31%

12%

13%


Measurement

• Audience doesn’t recognise (or acknowledge) that there is a problem or opportunity

• A need is recognised and the prospect is actively researching potential solutions

• A solution has been identified and the user is now comparing potential suppliers

• The user has contacted a shortlist of potential suppliers and has committed to take action

• Following a successful engagement, the client is happy to recommend you to others

• Blogs / News

• Articles / Viewpoints

• Reports / Whitepapers

• Case studies

• Service descriptions

• Staff biographies

• Bid documents

• Corporate brochures

• Newsletters

• Alumni groups

•Isiteffective?Douserstakethedesiredactionafter?

•Isitgood?Topical?Frequent?Authentic?Interactive?


•Isitgood?Rigorous?Practical?Insightful?Visual?


•Isitgood?Client-focused?Benefit-led?Real?Approachable?


•Isitgood?Personal?Compelling?Honest?Inspirational?


•Isitgood?Inclusive?Genuine?Value-adding?

AWARENESS RESEARCH COMPARISON ACTION ADVOCACY

CLI

ENT

PR

OB

LEM

/O

PP

OR

TUN

ITY

CON

TEN

TM

EASU

REM

ENT


Resilience

http://www.resilience.willis.com/


Demonstrating forward thinking

• Explores an emerging and critical area for clients

• Forward-looking predictions

• Demonstrates expertise on more intangible/systemic risk

• Digital unbundling

• Single print article is 3 online articles

http://www.resilience.willis.com/articles/2015/09/27/managing-human-capital-risk-2030/


Demonstrating thought leadership

• Visionary Q&A with a senior stakeholder

• Topical content

• Bold thought provoking opinions

• Demonstrates Willis knowledge of broad industry trends

• Strong professional photography

http://www.resilience.willis.com/articles/2015/04/28/why-banks-will-go-back-basics-21st-century/


Demonstrating client focus

• Put the client first

• Use of infographics

• Analysis of audience challenges aligned with product-based solutions

• Digital amplification

http://www.resilience.willis.com/articles/2015/09/17/how-risk-managers-are-supporting-c-suite/


Reader research highlights

35,0

00

12,0

00 UNIQUE USERS

HAVE VISITED RESILIENCE

WEBSITE SINCE LAUNCH

COPIES OF EACH ISSUE OF THE

MAGAZINE ARE DISTRIBUTED WORLDWIDE

THREE YEARS AGO WE WERE NOT KNOWN FOR THOUGHT LEADERSHIP AND IT WAS DIFFICULT TO SAY WHAT WILLIS STOOD FOR – RESILIENCE HAS BEGUN TO CHANGE THAT. IT SHOWS WILLIS AS A TRULY CONNECTED GLOBAL COMPANY, WITH A PERSPECTIVE AND VIEW OF THE FUTURE.”JIM BLANEY, CEO, WILLIS HUMAN CAPITAL PRACTICE

124%MORE TRAFFIC FOR

OCTOBER ISSUE, COMPARED WITH

PREVIOUS

SESSIONS/ MONTH

5400

RESILIENCE ACTIVITY ON TWITTER AND

LINKEDIN HAS RESULTED IN

535 LIKES AND SIGNIFICANT GROWTH IN

IN-COMING TRAFFIC FROM SOCIAL

SAY RESILIENCE ADDRESSES IMPORTANT ISSUES

AFFECTING THEIR BUSINESS AND DEMONSTRATES HOW

WILLIS CAN HELP

79%

CLIENTS

SAY RESILIENCE ENHANCES WILLIS’S CREDIBILITY AS A GLOBAL RISK ADVISORY, RE/

INSURANCE BROKING, AND HUMAN CAPITAL AND BENEFITS FIRM

91%

INTERNAL STAKEHOLDERS


What do external stakeholders think?

SUPER ADVOCATESAlmost two thirds of external stakeholders are Resilience ‘super advocates’: they highly value the content and act upon it

A substantial segment (60%) ‘agree strongly’ with the key brand statements:

• Resilience demonstrates that WTW understands a wide range of risks and how to effectively manage them

• Resilience enhances WTW’s credibility as a global risk advisory, re/insurance broking, and human capital and benefits firm

They are also more likely to take action…100% say they use information to do their job better (average = 67%)71% say they share articles with colleagues or friends (average = 50%)29% say they contact WTW for further information (average = 17%)

The ‘super advocates’ are from a broad cross section of sectors and regions.

ACTION AFTER READING AN ARTICLE ON THE WEBSITEClick through to other articles

Share the article with a colleague or friend

Subscribe to the Resilience e-newsletter

Contact in any other way

0 10% 20% 30% 40% 50% 60% 70%

69%

46%

36%

8%

ACTION AFTER READING RESILIENCE MAGAZINEUse information contained in it

Share an article with a colleague or friend

Visit the Resilience website

Conduct follow up research

Contact for further information

Sign up to attend an event

0 10% 20% 30% 40% 50% 60% 70%

67%

50%

44%

33%

17%

6%

I RECENTLY READ THE AUTUMN ISSUE OF RESILIENCE WHICH I FOUND REFRESHINGLY INTERESTING AS AN INSURANCE PUBLICATION AND ONE THAT REALLY OFFERS NEW IDEAS AND FRESH PERSPECTIVE.”CORPORATE CLIENT, NEW ZEALAND


What do internal stakeholders think?

GREAT THOUGHT LEADERSHIP AND POINT OF VIEW FOR WTW. IT HELPS MOVE WILLIS UP THE FOOD CHAIN.”JULIAN ROBERTS, MANAGING DIRECTOR, ALTERNATIVE RISK TRANSFER SOLUTIONS (RISK & ANALYTICS), WTW

IT’S NOT EASY TO TURN SCIENTIFIC AND TECHNICAL INFORMATION INTO ACCESSIBLE MATERIAL, BUT IT’S VERY IMPORTANT. RESILIENCE ACHIEVES THIS TRANSLATION, WITH ITS STYLISH DELIVERY OF A BROAD RANGE OF CONTENT.”GEOFF SAVILLE, WILLIS RESEARCH NETWORK NATURAL HAZARDS HUB LEADER, ANALYTICS TECHNOLOGY, WILLIS

THE JOURNALIST DID AN EXCELLENT JOB. HE WAS VERY PROACTIVE AND CREATED A PAIN-FREE, COLLABORATIVE PROCESS.”JAGDEV KENTH, DIRECTOR OF RISK & REGULATORY STRATEGY, FINANCIAL INSTITUTIONS GROUP, WTW

AT AON THEY USED TO SPEND A LOT OF MONEY ON CREATING GOOD THOUGHT LEADERSHIP, BUT RESILIENCE IS BETTER. WTW IS RAISING THE BAR AND CLIENTS DO NOTICE THESE THINGS.”CIARÁN HEALY, DIRECTOR OF CONSULTING, WTW GLOBAL CAPTIVE PRACTICE

THE MARS INCORPORATED RISK MANAGEMENT TEAM BELIEVED THE DONNY QUESENBERRY INTERVIEW WAS ONE OF THE BETTER ARTICLES THEY HAVE RECENTLY SEEN. SUBSEQUENTLY, WE SHOWED THE ARTICLE TO BTG PLC (PHARMACEUTICAL) AND THE RISK MANAGER ASKED HOW HE COULD GET INTERVIEWED FOR WTW PUBLICATIONS IN THE FUTURE.”PAUL MERLINO, MANAGING DIRECTOR, GLOBAL SOLUTIONS (INTERNATIONAL), WTW

IT’S GREAT FOR KNOWLEDGE-SHARING WITHIN WTW.”ALICE UNDERWOOD, HEAD OF ANALYTICS, WILLIS RE NORTH AMERICA


Website reach, influence and results

Sess

ions

/ m

onth

USER SESSIONS UP 129% SINCE LAST ISSUE

I SEND ARTICLES TO CLIENTS/PROSPECTS IN ADVANCE OF MEETINGS OR TENDERS TO DEMONSTRATE CREDIBILITY AND DIFFERENTIATE WILLIS FROM OUR

COMPETITORS.”CIARÁN HEALY,

DIRECTOR OF CONSULTING, WILLIS GLOBAL CAPTIVE PRACTICE

All channels are generating more traffic, but especially referred which has increased by over 270% due to greater integration with willis.com

WEBSITE PERFORMANCE SINCE LAUNCH

0

500

1000

1500

2000

2500

3000

LAUNCH 2012

OCT 2013

APRIL 2014

JAN 2015

MAY 2015

OCT 2015

APRIL 2013

Social media

Direct / emailDirect

Referred

Search

32%14%

24%

30%

OCTOBER 2015

Social media

Direct / email

Referred

Search

39%

15%

14%

32%

MAY 2015

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Contact

Andrew [email protected]: 020 7434 1445www.gristonline.com

23Grist / Best practice content marketing PM Forum

http://www.gristonline.com

Marketing

Andrew Rogerson, Managing director, Grist and Nathan Hambrook-Skinner, director of communications, Willis