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15 Ideas to Jump Start a Blockchain Blog  

blockchain blog topics

Emin Gün Sirer of Cornell University tells the MIT conference how to build blockchains right.

Let’s say you want to put a marketing stake in the ground around blockchain (networks of encrypted ledgers that automatically assure the accuracy of data and transactions without the need for a central authority.)

You’re convinced there’s real potential, but are not sure exactly where you fit in the market and how it will all play out. How do you begin building your reputation, making contacts and getting feedback and partners for your technology or business plan?

Based on sessions at the recent “Business of Blockchain” event, organized by MIT Technology Review and the MIT Media Lab, and my own blockchain marketing work, here are 15 quick hit questions you can blog about even if you’re not a blockchain expert. (Check out videos of the event here.)

Legal and Regulatory Issues

  1. What levels of assurance (if any) will central banks need before allowing the use of alternative currencies?
  2. What changes to laws and contract terms will individuals and companies need to safely rely on blockchain transactions?
  3. In the absence of banks and auditors, who will determine when a blockchain transaction has failed or when a ledger entry has been compromised?
  4. How will responsibility (legal and financial) be apportioned for the failure of blockchain transactions? Who will mediate such disputes – the courts or the parties themselves, in true “peer to peer” fashion?
  5. At what point, if any, should governments or industry groups step in to define blockchain standards and implement auditing systems?
  6. Can and should blockchain operate less like a traditional market and more like an open source project or Internet working group where many participants are motivated as much by a passion for the technology as by profit?
  7. Where should the traceability of a virtual currency stop, and who should its trail of ownership be visible to? If a bitcoin has been owned by a drug dealer or terrorist, should law enforcement have access to that information? If others can see a virtual currency’s checkered ownership history, does that reduce its value and thus make it less usable than current currencies?
  8. What is the best balance between “Big Brother” surveillance and the “Wild West” of a completely anonymous cyber- or cryptocurrency?

Technical and Implementation Issues

  1. Which are better: Permission-based blockchains that limit who may participate or permission-less blockchains open to all? The permission-based approach gives you more control, but risks creating an enterprise-specific silo that limits adoption. As with clouds, will these two flavors of blockchain merge over time? Why or why not?
  2. How many nodes on the blockchain must agree to deem a transaction or data entry valid? How might this change for different business needs? Who gets to decide which approach to use and how to determine the “voting rights” of the nodes?
  3. How do you cost-effectively develop and deploy different code for different blockchain nodes, to reduce the danger of the same vulnerability exposing all nodes to the same attack?
  4. How do you find “low hanging fruit” use cases that prove the value of blockchain in the short run (such as reduced transaction costs) to drive wider acceptance in the long run?
  5. What technical mechanisms should organizations use to prove the identity of those on the blockchain? How do you determine how much proof of identity you need for different transaction types, and with whom will you share that information?
  6. How much “scalability” and “robustness” does your blockchain require for various use cases, and how do you provide that scalability?
  7. To what extent will your blockchains need to interoperate with your legacy systems, and how will you accomplish that?

Don’t Sell. Explore Possibilities Instead

The blockchain movement is bottom up, not top down, evolving constantly with new standards, technologies and even definitions of terms. This is not “selling” to a known group of decision makers but organic, many-to-many discussion brainstorming. Be informed and have an opinion, but use your content marketing at this stage to scout for partners and build awareness of your expertise even as you seek help from others.

Finally, if you’re serious about blockchain be prepared to keep creating content for the long haul. As Amber Baldet,  blockchain program lead at  J.P. Morgan told the conference, her hope is to develop an open source community that builds a “market infrastructure for the next 20-30 years that supports the trust and robustness we need.”  That means a lot of thinking, talking, and communicating still to come.

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

Lose Content Flab, Make Buyers Swoon  

Illustration of a Man with a Rose Admired by WomenWell, maybe not swoon. But with 55 percent of visitors spending fewer than 15 seconds on Web sites, you don’ want to waste their time before they get you
r marketing message.

Shorter is often better when it comes to marketing content. But all too often, your in-house experts turn in bloated, unclear, jargon-filled bylined articles, blog posts or white papers that are far long than they should be. What’s worse, a lot of the words don’t need to be there at all.

Getting the essential points across in the least amount of space takes work, and experience. In my years of editing I’ve kept a list of words or phrases you can cut without losing anything useful – and actually improving your content.

Try deleting the words or phrases in italics and see if the copy gets to the point faster.

  • Saying the same thing twice: “First founded,” “predict future failures” “combined together with” “…In addition, it will also…”
  • Unnecessarily wordy terms: “quality control processes,” “products in use” “critical and essential.”
  • Unnecessary clauses: “The ordering process that was being followed…” “The audits that were required…” “Operational costs while using the product…”
  • Unnecessary “throat clearing” phrases: “In other words…” “essentially” “basically” “The list of critical requirements is listed below…” “The customer’s problem was clear and critical…
  • Two buzzwords when one is clearer: “Software solution,” “cost cutting and optimization,” “transformation and migration to the cloud.”
  • Quotes that don’t describe specific benefits, your competitive differentiation or why a prospect should consider you: “We were very pleased to offer our XYZ solution to Acme Widgets…” “The XYZ met our needs for a scalable, end to end solution…” “Global Services Inc. successfully completed the project on time and on budget…”
  • Restating needs rather than describing your solution: “Next-generation virtualization solution that cuts costs and increased efficiency to reduce excessive overhead and underutilization of virtual servers.”

And After Cutting…

…use the extra space wisely. Add words that describe specific benefits, how your product or service is different or better than your competitor’s, and how it helps customers save money or increase sales.  Write, and edit, as if every word cost you money. Which it will, if it’s not gripping enough to keep your prospects reading.

 

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

Robot hand typing on a computer keyboard.With software already writing routine stories for The Associated Press (my former employer) it’s only natural to wonder when such apps might start writing press releases, cases studies, Tweets, blog posts and other marketing content.

The AP claims its robo-writing of sports and quarterly-earning pieces hasn’t cost any jobs, but freed staffers to create more nuanced, in-depth stories. But as writing software gets better, it will be able to tackle more complex stories and (by extension) more complex marketing content such as white papers and responding to (just not creating) social media content.

For the sake of (choose your age bracket) our mortgages, our kids’ college funds and our 401(k)s we need to keep moving up the value chain and away from anything that is too formulaic and hum drum. Here are five content creation “fortresses” I see as safe for humans for a while yet.

Thought leadership: In a story about a game or a company’s quarterly earnings, the inputs (runs, hits, errors, revenue, extraordinary charges, etc.) are all well known. So is the format of the finished story. (“Gregg Jones led a fourth quarter rushing blitz that led the Panthers to a last-minute 33-29 win over the Cougars.”)

But I haven’t seen software that can suggest an idea or concept you can’t describe beforehand. That’s at the core of much of the work I do with clients developing thought leadership pieces. For one client, for example, I’ve spent weeks and dozens of hours reviewing background briefings and sitting in on discussions of their technology “vision.” It’s hard and necessary work to tease out and creatively package the unique content, and nothing I can see a set of business rules or algorithms tackling.

Cleaning Dirty Data: In the enterprise application world, dirty data might be three customer records for the same person with different combinations of first and last names, which can lead the company to think it has three different customers when there’s only one. Garbage in, garbage out.

In content creation, “dirty data” is raw material that is incomplete, inconsistent, unclear, loaded with jargon, too long or too short. How do you train an application to sift through a 60-slide PowerPoint full of buzzwords and distill the new, compelling message? How would you write a business rule defining “transform” when it can mean anything from cutting the cost of on-premise software to moving it to the cloud?

Asking the right questions: The more time I spend in marketing writing, the more value I find I provide by asking seemingly obvious questions. They might be as straightforward as “How do you define the cloud?” (Ask three experts and you’ll get four different answers.) Does any robot know to even ask the question, much less keep asking if the answer isn’t good enough to use in marketing collateral? Or creatively take four seemingly different answers and combine them into a new, compelling marketing message?

Coping with chaos: Software works great in defined, predictable environments where inputs and outputs can be predicted and rules created to respond to them. Ever seen a product manager or marketing campaign that works by set predictable rules with everyone following the workflow? How would you design software that can automatically reconcile multiple dueling agendas as new “cooks” in the form of product managers and outside agencies dip their spoon into the content stew?

Applying street smarts: I’m currently moderating a LinkedIn group for IBM on sales performance management software. When one study indicated some sales people are more motivated by “the thrill of the chase” than the size of their bonuses, I reacted with a very human “Really?” based on personal experience. How would you build such real-world knowledge into an application? Or, for example, the knowledge that sales and marketing staffs never seem to get along, or that security and operations staffs are always at odds because one is paid to assure safety, the other uptime? Applying such real-world perspective is essential to showing your prospects you know their business and can meet their needs.

Don’t get me wrong. Robo-writing software will get better at all these things, and maybe more quickly than we expect. That’s why we human marketing and PR types need to keep finding the “fortresses” of expertise that can’t be quantified in algorithms and business rules.  Which ones did I miss — and are you worried about content creation robots?

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

Can We Lead With Value in 2015?

2015 trends B2B content marketing Another day, yet another lament about how lame business-to-business (B2B) marketing content can be.

The latest eye-rolling comes from Forrester Research, courtesy of a report in AdAge. It quoted Laura Ramos, a vice president and principal analyst at Forrester, on her review of 30 B2B Web sites in in the technology, software, investing, medical products, manufacturing and services industries.

She scored the sites on ten criteria, “ranging from a customer-centric home page to innovative use of video” Out of the 30 sites, only four passed. The biggest problem, says Ramos, “is that the majority of content talks about the company, what its products and services do and how many awards they’ve won, but doesn’t speak to the issues their prospective buyers are trying to solve.”

Funny, I was just blogging about how often this happens in case studies (and how to prevent it.)

Two of Ramos’ suggestions jumped out at me, one of which I agree with, the other I don’t.

Good: Lead With Value

Ramos talked up how offering usable content such as research and self-evaluation tools can engage the prospect and keep them reading by offering value. Two recent survey-based projects in which I took part show how this works.

One survey, done for Oracle on global cloud adoption trends found, among other things, that:

  • Traditional datacenter requirements, such as performance, service-level guarantees, application lifecycle management and integration, become more, not less, important in the cloud.
  • Frequent cloud concerns include migrating applications with very high performance, availability and security requirements; inability to easily migrate existing application data; lack of ability to manage/monitor or modify existing applications in the cloud; and inability to integrate with non-cloud applications.
  • There are intriguing differences between the workloads customers plans for public vs. private cloud (see below.)

cloud adoption trends

Or consider another recent survey in which I played a role, this for Dell on mid-market use of Big Data.

Its findings include:

·        The biggest drivers of big data success are IT/business collaboration, proper skills and performance management.

·        The biggest causes of failure are lack of IT/business cooperation and lack of tools and skills.

·        And that the most influential departments in big data projects are IT and sales/marketing.

Surveys like this let your salespeople lead by offering valuable help, not putting on a hard sell. By describing the actual state of the market, they can better frame the argument for your products and services. Finally, knowing what customers really care about helps you fine-tune your marketing message and strategy.

Not So Good: Saving the Client’s Bacon

While most b-to-b companies feature case studies on their websites, they don’t do a good enough job telling customer stories, Ms. Ramos said.

“The case studies were OK, but they weren’t really compelling. There are a lot of companies bragging about themselves, disguised as customer success stories, but they don’t feature people and their struggles and successes.” she says. “Companies need to show the things they really struggled with, where they failed, and then show redemption — everyone loves a story of redemption.”

Everyone, that is, except the legal and PR departments of the customer featured in the case study. .  What CIO wants to fess up to that, even if the near-disaster was (of course) their predecessor’s fault? And what legal or PR department would let them make such a confession, when it’s hard enough to get clearance for today’s vague “We’re very pleased with the job XYX did for us…” quotes?

One global services client struggling to describe the “real story” in their own case studies raised another objection: That the IT department itself is reluctant to paint itself as the hero that saved the rest of the company from disaster.

Finding satisfied customers in the business to consumer (B2C) space is one thing. If anyone’s found a way to tell the full “redemption” story for a named B2B customer, I’d love to hear it.

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

Should We Really “Think Like Publishers?”

Just when we all got used to the idea that “every vendor should be a publisher” comes word that, indeed, they shouldn’t. They instead need to be marketers who publish content to achieve specific business objectives.

It’s one of a number of good points in a very useful presentation “Yeah, it’s content, but is it marketing?”  from the PJA Advertising + Marketing agency.  It’s aimed at marketers who aren’t getting the return they need by content marketing efforts that cost too much or deliver too few leads.

Maintaining, promoting and monitoring an ongoing stream of great content takes too much effort not to tie it to concrete business goals, they point out. I like their advice to shift from a focus on “What (content) will we produce?” to “What are we trying to achieve?”

 Doing It Better

Among their specific tips:

  •  Tie branded content to business value by “understanding a conversation your buyer is interested in—and defining a valuable role for your brand to play in it. “ At each stage in the buying process, the role you play as content provider should change. (See next tip.)
  •  Make “the buyer journey your roadmap” In the awareness/education stage, teach them about why they might need a product or service. As they move into consideration, start talking about what features to look for in such offerings. As they move closer to product selection, start offering detailed implementation tips.
  • Think as hard about promoting content as creating the content. By simply using the scheduling feature in Hootsuite to schedule a series of promotional Tweets for each new post (instead of just at the original post) has boosted retweets of my posts, and my Twitter followers. Even simple steps to promote and target readers can pay off big.
  • Add a specific call to action to each piece of content, and track the uptake on them to measure the ROI of the hard work that went into it. Consider asking for something more specific than a generic “click here for more information” by asking for something that drives further engagement, such as subscribing to a newsletter, providing contact information, filling out a brief survey or registering for a Webinar.
  • Be flexible about formats. Coming from the long-form journalism world, it’s easy to think that every question needs a long, text answer. I’m finding that shorter Q&As, checklists, videos or podcast sometimes work better. An edgier format that’s more fun to produce is also likely to generate more interest.
  • Finally, and not surprisingly, the agency suggested to “grab a partner” that can handle some of the content marketing load better than you can. This isn’t as self-serving as it sounds. There’s a lot of moving parts involved in marketing automation and they’re changing quickly. By outsourcing what you don’t excel at, you can spend more time making sure you have a solid business goal for your content marketing.

Getting Started

Check out my sample content sequences for selling cloud services, security response and DevOps. And let me know what other IT products or services you’d like to see a sample sequence for.

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

survey shows cloud concerns Senior IT buyers want the cloud to make them more agile, not just save them money. But they’re also skeptical about whether such Web-based services can meet traditional IT standards for performance, interoperability and security.

To succeed, cloud marketers need to address in detail both these hopes and fears. Those are my top takeaways from a survey of more than 300 IT executives in midsize to large organizations I helped craft for Oracle.

They are open to “up-scale” pitches for the cloud that include enabling new business models, not just cutting costs. But they need detailed, specific explanations of how these cloud services can meet traditional datacenter requirements like performance, reliability, application lifecycle management and integration.

Cloud Promise

The 87 percent ranking “lower capital expenditures” as important in considering cloud was not a shocker. I was surprised, though, to see equally high (or higher) rankings for modernizing operations and better competing in global markets. A large majority also mentioned greater business agility and more rapid implementation of new business models. That makes such business benefits important to include in marketing collateral, and not just the bits and bytes of cloud implementation.

Application development and testing remains one of the most popular uses of the private

Cloud (controlled by customers rather than a public provider such as Amazon) predicted to rise from 39 percent of respondents today to 52 percent in two years. That’s because the cloud is well-suited to the sudden, unpredictable nature of app dev and testing needs. It may also reflect the growing popularity of “DevOps” that combines development and operations to speed new applications to market.

Next up for private cloud adoption are core business applications (rising from 41 percent to 50 percent); high-performance computing, such as analytics (rising from 38 percent to 47 percent); and data storage and retrieval (rising from 46 percent to 54 percent).

With the explosive growth of mobile apps, it’s no surprise more companies are using the cloud to develop them. One reason is that development code, while sensitive, isn’t as life or death as customer credit numbers or the molecular structure of your breakthrough cancer medication.

But in a sign of caution, deployment of online transaction processing applications—long considered some of the most sensitive and business-critical—is expected to remain steady in the public cloud, at 36 percent of respondents, while rising in the private cloud from 38 percent of respondents to 44 percent.

Still Scared

In fact, doubts about whether the cloud is ready for prime time was a surprisingly constant theme.

survey concerns cloud customers

Click to enlarge

Moving existing applications with very high requirements for performance, availability and security to even private clouds concerns 78 percent of respondents. Their doubts included whether the cloud is ready to support mission-critical applications, can integrate well with applications, data and services still housed in  internal datacenters, and can be easily managed with existing tools.

Just over two-thirds mentioned legal or regulatory requirements as their top public cloud challenges. (Note: If you can track and prove whether a customer’s data is in Bergen, N.J. or in Berlin to meet European security regulations, flout it!)

Enterprises also favor private clouds dedicated to their own apps and data, rather than to multitenant public clouds shared with other customers. In two years respondents expect to have 47 percent of their workloads running in a private cloud, compared to only 15 percent expecting to run them in a pure public cloud.

 Public? Private? Huh?

Vendors make a big deal out of the differences between public and private clouds. I was surprised at how many respondents showed similar levels of concern for both in areas including:

  •  Migrating applications with very high performance, availability and security requirements.
  •  Inability to easily migrate existing application data.
  •  Lack of ability to manage/monitor or modify existing applications in the cloud, and
  •  Inability to integrate with non-cloud applications.

For marketers, these means customers might need more education about the real differences between public and private clouds and how these differences meet specific business needs. And in each of these are areas where, if you have a good story to tell, flesh it out specific explanations, proof points and explanations of how you’re better than your competitors.

 Déjà vu All Over Again

After about 25 years covering each “new” shift in the IT industry, from minicomputers to client-server to cloud/mobile/ social/Big Data, some things never change. The latest razzle-dazzle technology may be great, but the old stuff never goes away and there’s always a market for the dull, but essential, job of making sure it all works right.

As marketers, our challenge is to explain clearly and concisely how the new stuff works and how it helps the customers.

 (The survey was conducted by Computerworld Strategic Marketing Services and Triangle Publishing Services Co. Inc. on behalf of Oracle. Read the full results, check out a sample content marketing sequence for cloud services here and tips for using “how-to” stories to sell the cloud.) 

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

Need Content? Think Before You Write

Focusing your content on your prospect's specific needs is worth the time and effort.

Focusing your content on your prospects’  specific needs is worth the time and effort.

Before spending time, effort and money just to get some content in front of customers, stop and think about what they need to know and how your content will keep you top of mind for their next purchase.

Sound obvious? I thought so, too, but according to Forrester Research Vice President Laura Amos, a lot of B2B marketers still don’t get it.

It’s All About Me

As reported in AdAge, in a May, 2014 survey conducted by Forrester with the Business Marketing Association and the Online Marketing Institute only 14 percent of respondents described their content marketing “very effective” at delivering business value, with just over half ranking it “somewhat effective.”

And yet, according to another survey, 75% of respondents planned to increase their content-marketing budgets this year. Where is our content marketing falling short?

In the crush to produce content, “many marketers revert to talking about what they know and feel comfortable discussing: themselves,” Ramos told AdAge. Her survey of 30 b-to-b websites found that 80% focused on their products and features rather than “issues their customers might be facing…” Finally, she said, in their rush to get some content out, many companies are “not really thinking about how to make the content better or more compelling or more interesting. They’re just producing.”

What Customers Want

The good news is that B2B buyers do want to hear from you. But how can you be sure the content you’re producing is focused on what customers want to know, and that you’re not just talking past them?

You probably know the most pressing issues facing your industry. If it’s health care, they are improving outcomes and adapting to new regulations — while reducing costs. If it’s internal IT, your customers need to improve service levels, roll out new apps more quickly – and reduce costs. If they’re in retail, they may be tracking brand perception and customer purchase patterns on social media – and reducing costs.

But how do you know you’re writing about these issues in a way that will keep your prospects reading? Consider yet another survey in which B2B customers said they want marketing content with:

  • Depth
  • Accessible and understandable information
  • Originality
  • Timeliness

As a sales and marketing professional, you’re skilled in many things. Developing and executing story ideas with a journalist’s eye for these four requirements is probably not one of them.

Free Content Checklist 

That’s why I’m offering this free, no-registration required print-and-post Content Marketing Checklist. It includes 14 detailed questions to ask before hitting “send’ on your next white paper, spec sheet, Webinar or email newsletter.

To check for “depth,” for example, ask whether your content specifically describes how your offering works and why it’s better than the competition. To check for “originality” ask yourself if you’ve just repeated “evergreen” challenges in your industry, or explained how to meet those challenges in a new and better way?

I invite you to print this out, post it on your wall and use it as a quick quality check on your next piece of marketing content. I’d appreciate your letting me know how it works and how I can revise it to make it more useful.

Happy Content Creation!

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.

When Are “Secondary Personas” Worth It?

When should I create secondary personas“Secondary” personas are detailed prospect profiles that marketers use to better understand what content to send to various potential customers.

For example, in one successful persona-based content marketing campaign, global information vendor IHS used “secondary” personas to create custom content sequences for sub-groups with specific content needs.

Unfortunately, these sub-personas aren’t free. They cost time and money to set up in your content marketing system, to create content for, and to track over time. So when does it pay to create one?

When a sub-persona is different enough from other groups of prospects to need different content and respond to it in a way that generates revenue or profits for you.

VIVE LA DIFFÉRENCE(s)

Since my focus is the IT market, I’ve come up with some differences among various types of IT buyers that signal you should consider creating a secondary persona for them. What would you add here?

  • What gets them a raise or gets them fired? Consider two prospects with a “network management” persona. One, in the security operations center (SOC), gets fired if the network is hacked. They’ll fight unnecessary changes to the IT infrastructure. Another in the network operations center (NOC) gets fired if they don’t upgrade servers and switches quickly enough to meet demand. They need separate sub-personas because they need different content to help them keep their jobs.
  • Are they a purchase influencer or a decider? The technical staff that actually use IT products or services often play a big role in suggesting what the decision makers (CEOs, CFOs) should buy. The same might even be true within a single functional unit, like application development and testing. Asking for titles within a single unit might identify the technical types who need “speeds and feeds” in their content, versus the decision-makers who need to understand the business benefits to justify their purchase.
  • How informed are they? Consider the overall “industry expert” persona that includes trade press reporters and industry analysts.   The “analyst” sub-persona is usually already knee-deep in your field and require a lot of technical depth to write a lengthy report. Reporters juggling multiple beats need to quickly know “what’s new” in your product or service, how you stack up against the competition and whether you can give them a fresh angle and sources for a quick story. With such different information needs, they deserve separate personas.
  • What link in the value chain do they occupy? Within a given vertical persona such as “manufacturing” lie potential sub-personas along the value chain. These include procurement, design, engineering, manufacturing, logistics and support. Each of these prospects have different questions about your product and service, different time frames for buying, different regulatory or internal approval requirements and different measures of success. Decide which are most important in the buying process and how different are their content needs and decide which deserve sub-personas.

Start Small

I’m not suggesting you go crazy creating dozens of sub-personas. You could start by focusing on your most profitable products and services, or those you hope to grow the most, and create a few of what you think are the most critical sub-personas to achieve that growth. Then, refine them over time as you gain experience.

But do focus, in your persona creation, on the content the prospect needs to succeed in their job, not in the story you’re dying to tell them.

Author: Bob Scheier
Visit Bob's Website - Email Bob
I'm a veteran IT trade press reporter and editor with a passion for clear writing that explains how technology can help businesses. To learn more about my content marketing services, email bob@scheierassociates.com or call me at 508 725-7258.
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