By Robert Rose
There have been more posts than I can count about how to make a compelling case for a content marketing strategy. I’ve written some of them and read any number of them on this site and others. If you search on Google for “business case for content marketing strategy” (yes, in quotes), you’ll get more than 10 million results.
Examining the business case for strategic content marketing brings up value-focused terms such as “optimized brand engagement,” “better leads,” “higher shopping cart value,” “lower churn,” or even “direct revenue.” In other words, in prioritizing marketing activities, we make the case that content marketing has the potential for more value.
But what about content strategy? Google “business case content strategy” and you’ll get only 72,000 results.
Now, when I say, “content strategy,” I mean the holistic approach to using content as an asset to the business. Why should the business care about careful governance, management, adaptation, optimization, and scale of the way it uses content? What is the business case for organizing a centralized strategic approach around content as an overall business asset?
Unlike the case of a content marketing strategy, here we have no real comparison. We can’t make the case that content strategy is more effective or efficient than doing something else. It’s not an alternative strategy. Rather, the comparison is to do nothing about organizing an activity – creating content – that the business isn’t already doing.
3 inadequate reasons for content strategy
After looking up and reading through recommendations for making the business case for content strategy, I found that they tend to fall into one of three arguments.