With the goal of increasing brand awareness, fortifying stakeholder trust, and increasing its profile globally, this investment firm decided to take a bold approach to content production. It believed that by showcasing its intellectual capabilities while educating stakeholders on its unique value proposition, it could significantly grow its business. In effect, it believed that by transforming itself into a content production company, it could establish itself domestically and globally as a reliable, trustworthy, world-class organization.
If it was able to consistently develop high-value, engaging content on themes that were rooted in its brand identity, the organization would be able to generate greater visibility in key markets while also building trust among its primary stakeholders. The ultimate goal was to build reputational capital that could be leveraged during times of uncertainty and challenge - and to ensure that it was top-of mind among other companies and governments when they were seeking partners for major developments.
The Result We first segmented our stakeholders to better understand who they were, what they cared about, where they spent their time, and how and when they interacted with us. We then identified principle content themes, knowledge areas in which the organization could legitimately claim a right to expertise. After supporting this research I helped develop and then test a brand and values-based narrative. I established guidelines for overall tone of voice and then adapted this to channels and audience segments. I created an editorial board to surface content from across the organization. I designed and built an online thought leadership platform. And I managed an editorial calendar for each channel: web, social, email, and traditional media. A robust SEO strategy and a digital marketing program helped get that content to the right people - and drive them back to take action.
The thought leadership platform became a destination platform and spawned conferences, roundtables, global media attention, and sponsorships by major financial organizations. We produced three to five articles a week, accompanied by regular social media posts. We developed a robust video and graphic production capability. Within a year we had significantly increased brand awareness and dramatically grew traffic to our online properties - and were repeatedly cited by other knowledge experts in discussing the themes around which our content development efforts revolved.
With rapid growth, heightened competition, and increased scrutiny, this organization realized that it had no choice but to seize of the story it told and participate in the one being written by others.
Becoming digital-first in its approach to communications meant that this financial services organization had to re-think what communications was about: its goals, its limitations, and its processes.Educating on and embedding a digital-first mindset and related processes and guidelines across all areas of public affairs and communications.
This organization recognized that it could increase its visibility and build trust and engagement by developing high-value, engaging content on themes rooted in its brand identity - and then to integrate that content across channels.
As a business based on trust, this organization seized the opportunity to use social media to extend its reach, offer unprecedented accessibility, deliver efficient customer service, and directly engage its current and prospective customers in genuine and responsive dialogue.
This major bank recognized that strong communication and addressing cultural issues was critical to successful integrations - fostering employee engagement, retaining high-performers, and reducing the time to integrate processes and technologies.
Real cooperation and collaboration between functions of this professional services required more than knowledge and even financial rewards. It required relationships - where employees knew and understood their colleagues working in other areas of the business.
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