Content marketing management. Robert Rose - Content Marketing Management. A practical guide to creating a loyal audience for your business
Robert Rose, Joe Pulizzi
Content marketing management. Practical guide to create a loyal audience for your business
Robert Rose and Joe Pulizzi
MANAGING CONTENT MARKETING
The Real-World Guide for Creating Passionate Subscribers to Your Brand
© Robert Rose and Joe Pulizzi, 2011
© Publication in Russian, translation into Russian, design. Mann, Ivanov and Ferber LLC, 2014
All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.
Legal support for the publishing house is provided by law firm"Vegas-Lex"
* * *
The world of marketing is constantly changing and evolving, taking on new and unexpected forms. We stopped talking about advertising campaigns. Now we're talking about about valuable benefits, trusted relationships and new experiences for our clients. Marketers have the opportunity to place information wherever the consumer’s eye falls. The speed and unpredictability with which technology develops mobile communications and social networks are forcing companies to shift their marketing focus and reallocate budgets.
New ones are emerging target audiences, communities and information promotion channels. This opens up other opportunities to communicate with consumers, study their requests and provide feedback. This is what the changed world of marketing looks like.
Marketers, in turn, must change the company's marketing strategy to fit the new world. It’s easy to say, but not easy to do, both for companies and the marketers working for them. It is necessary to draw up a road map on the way to your goal.
We need goals, a plan and a strategy. It is necessary to constantly re-evaluate current processes and answer difficult questions in new ways. We must be sure that the business is not dead, but is breathing and developing. After all, just because you kill a cow doesn't mean you'll have a well-done steak for dinner.
In this book, we'll look at all the important road signs that help readers navigate the path called content marketing.
In professional jargon, “performance conditions” refer to the criteria against which the results of a project are assessed. Having clearly defined them once, it is easier to control the changes that are taking place and ultimately evaluate the success and results achieved. For the author of the book, the three main conditions for completing any task look like this:
1. Increased professionalism.
2. Increase in income.
3. Have a good time.
I do not take part in activities where at least one of these conditions is not met. The terms you choose may differ significantly from mine, but they will still be fundamental to the construction economic justification content marketing project. So once you've figured out "what you are," you can move on to the next step in this book and understand "what they are" (why clients should pay attention to your story and how to get there) .
Understanding what they are is critical to creating relevant and effective content. You should know your company's customers better than your own wife or best friend. What do they like? What are they doing? What are their hobbies? What products do they use? What are they reading? What do they say and when?
All this creates the need for content as an element marketing strategy. In their book, Robert and Joe highlight this need by pointing out that marketers are constantly looking for new distribution channels and business projects (if they are willing to go that far), and then fill the gap between the current situation and ultimate goal using content. The way you create content and its core idea is just as, if not more, important than any other step in the process.
It's a process of step-by-step repetition. When creating marketing programs of any size, each piece of content, strategy, and piece of work must be treated as a finished product - that is, an object that has an impact on consumers and can be reused. Step and repeat, another step and repeat again. The use of this method provides an excellent opportunity to effectively use available resources and ensures that the efforts expended will be multiplied. You don’t need to start everything from scratch - you can take ready-made ideas. This book will help you learn this approach. She points the way to how to use content marketing without mistakes.
I admire the book because its authors are right: content marketing is nothing new, it is the result of ongoing changes and helps to move forward. In my experience, running a marketing campaign never hurt anyone. Take a risk and try it! Become a content director. Read this work to learn how to create, implement, and evaluate a content marketing strategy.
Get on your horses, marketers! Get ready for a journey that will change your content marketing strategy.
Enjoy reading.
Geoffrey HayzlettIntroduction
Thank you for cracking open this book! Now we as authors must try to make it interesting.
Marketing has changed. It's already happened. When you started reading the book, you knew this. Now it's time to act.
Radical changes in marketing, discussed in hundreds of publications, are in full swing. Everyone agrees that the impact of explosive growth mobile technologies and social networks entails global changes in all areas of business. We are seeing how the Internet threatens the existence of all content-oriented industries: newspapers and other periodicals, bookstores, record labels and even television. Other areas of human activity, such as software development, financial services, healthcare, advertising, are undergoing fundamental changes as social media, mobile systems, the Internet and cloud technologies provide additional benefits. Many professions, such as human resources officer, travel agent, librarian, journalist, photographer, videographer and web designer, will soon suffer the same fate as linotypists, stenographers, and elevator operators.
And the pace of change is constantly growing. In 2004, former U.S. Secretary of Education Richard Riley said, “There are no jobs today that will be among the top 10 most popular jobs in 2010.” For perhaps the first time in history, college graduates are taking jobs that didn't even exist when they went to school. And we understand that we need to prepare our children for professions that do not yet exist.
But perhaps no area of business life has undergone such significant changes as marketing. Social media and mobile networks revolutionized the speed, efficiency and ease with which consumers communicate with each other, as well as the degree of influence they have over brands. New way Consumer engagement, based on a deep understanding of consumer relationships and evolving social networks, impacts every aspect of companies' operations. Marketing now influences the way accountants keep records, researchers conduct research, developers create software, customer service handles customer service, and executives lead.
Jeremiah Ouyang, a former Forrester analyst who now works for Altimeter Group, told CRM Magazine in April 2009 about the rise of social media and its implications:
“User groups are becoming more influential. The development of social networks only contributes to those significant changes when consumers themselves become the main active force.”
So marketing has changed. The question remains: what to do about it?
Content and Supporters: New Marketing Opportunities
Since the growth of social networks and mobile internet has changed modes of communication, the old structures of hierarchical relationships between business and consumer are eroding. Consumers easily post reviews and share their opinions (both positive and negative), so they can become even more influential than the company itself. In his book “Explosive web_wave. How to Succeed in a World Transformed by Internet Technology Charlene Lee and Josh Bernoff wrote:
“...Internet users have shown that they are capable of managing ongoing processes. Any individual can be influenced, stopped, bought off, or sued. But the Internet gives people the opportunity to join forces.”
Current page: 1 (book has 15 pages total) [available reading passage: 4 pages]
Robert Rose, Joe Pulizzi
Content marketing management. A practical guide to creating a loyal audience for your business
Robert Rose and Joe Pulizzi
MANAGING CONTENT MARKETING
The Real-World Guide for Creating Passionate Subscribers to Your Brand
© Robert Rose and Joe Pulizzi, 2011
© Publication in Russian, translation into Russian, design. Mann, Ivanov and Ferber LLC, 2014
All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet or corporate networks, for private or public use without the written permission of the copyright owner.
Legal support for the publishing house is provided by the Vegas-Lex law firm.
© Electronic version books prepared by liters company
* * *
Preface
The world of marketing is constantly changing and evolving, taking on new and unexpected forms. We stopped talking about advertising campaigns. Now it's about valuable benefits, trusted relationships and new experiences for our customers. Marketers have the opportunity to place information wherever the consumer’s eye falls. The speed and unpredictability with which mobile communication technologies and social networks are developing are forcing companies to shift their marketing focus and reallocate budgets.
New target audiences, communities and channels for promoting information are emerging. This opens up other opportunities to communicate with consumers, study their requests and provide feedback. This is what the changed world of marketing looks like.
Marketers, in turn, must change the company's marketing strategy to fit the new world. It’s easy to say, but not easy to do, both for companies and the marketers working for them. It is necessary to draw up a road map on the way to your goal.
We need goals, a plan and a strategy. It is necessary to constantly re-evaluate current processes and answer difficult questions in new ways. We must be sure that the business is not dead, but is breathing and developing. After all, just because you kill a cow doesn't mean you'll have a well-done steak for dinner.
In this book, we'll look at all the important road signs that help readers navigate the path called content marketing.
In professional jargon, “performance conditions” refer to the criteria against which the results of a project are assessed. Having clearly defined them once, it is easier to control the changes that are taking place and ultimately evaluate the success and results achieved. For the author of the book, the three main conditions for completing any task look like this:
1. Increased professionalism.
2. Increase in income.
3. Have a good time.
I do not take part in activities where at least one of these conditions is not met. The terms you choose may differ significantly from mine, but they will still be fundamental to building a business case for a content marketing project. So once you've figured out "what you are," you can move on to the next step in this book and understand "what they are" (why clients should pay attention to your story and how to get there) .
Understanding what they are is critical to creating relevant and effective content. You should know your company's customers better than you know your own wife or best friend. What do they like? What are they doing? What are their hobbies? What products do they use? What are they reading? What do they say and when?
All this creates a need for content as an element of the marketing strategy. In their book, Robert and Joe highlight this need by pointing out that marketers are constantly looking for new channels and business opportunities (if they're willing to go that far), and then fill the gap between the current situation and the end goal with content. The way you create content and its core idea is just as, if not more, important than any other step in the process.
It's a process of step-by-step repetition. When creating marketing programs of any size, each piece of content, strategy, and piece of work must be treated as a finished product - that is, an object that has an impact on consumers and can be reused. Step and repeat, another step and repeat again. The use of this method provides an excellent opportunity to effectively use available resources and ensures that the efforts expended will be multiplied. You don’t need to start everything from scratch - you can take ready-made solutions 1
This methodology is commonly called “lean startup”. Note scientific ed.
This book will help you learn this approach. She points the way to how to use content marketing without mistakes.
I admire the book because its authors are right: content marketing is nothing new, it is the result of ongoing changes and helps to move forward. In my experience, running a marketing campaign never hurt anyone. Take a risk and try it! Become a content director. Read this work to learn how to create, implement, and evaluate a content marketing strategy.
Get on your horses, marketers! Get ready for a journey that will change your content marketing strategy.
Enjoy reading.
Geoffrey Hayzlett2
Jeffrey Hayzlett is a recognized guru in the world of business and content marketing. Note ed.
Introduction
Thank you for cracking open this book! Now we as authors must try to make it interesting.
Marketing has changed. It's already happened. When you started reading the book, you knew this. Now it's time to act.
Radical changes in marketing, discussed in hundreds of publications, are in full swing. Everyone agrees that the impact of the explosive growth of mobile technology and social networks is causing global changes in all areas of business. We are seeing how the Internet threatens the existence of all content-oriented industries: newspapers and other periodicals, bookstores, record labels, and even television. Other areas of human activity, such as software development, financial services, healthcare, advertising, are undergoing fundamental changes as social media, mobile systems, the Internet and cloud technologies provide additional benefits. Many professions, such as human resources officer, travel agent, librarian, journalist, photographer, videographer and web designer, will soon suffer the same fate as linotypists, stenographers, and elevator operators.
And the pace of change is constantly growing. In 2004, former U.S. Secretary of Education Richard Riley said, “There are no jobs today that will be among the top 10 most popular jobs in 2010.” For perhaps the first time in history, college graduates are taking jobs that didn't even exist when they went to school. And we understand that we need to prepare our children for professions that do not yet exist.
But perhaps no area of business life has undergone such significant changes as marketing. Social media and mobile networks have completely changed the speed, efficiency and ease with which consumers communicate with each other, as well as the degree of influence they have over brands. A new way of engaging consumers, based on a deep understanding of their relationships and evolving social networks, is impacting every aspect of companies' operations. Marketing now influences how accountants keep records, researchers conduct research, developers create software, customer service handles customer service, and executives lead.
Jeremiah Ouyang, a former Forrester analyst who now works for Altimeter Group, told CRM Magazine in April 2009 about the rise of social media and its implications:
“User groups are becoming more influential. The development of social networks only contributes to those significant changes when consumers themselves become the main active force.”
So marketing has changed. The question remains: what to do about it?
Content and Supporters: New Marketing Opportunities
As the rise of social media and the mobile internet has changed the way we communicate, the old structures of hierarchical relationships between business and consumer are eroding. Consumers easily post reviews and share their opinions (both positive and negative), so they can become even more influential than the company itself. In his book “Explosive web_wave. How to succeed in a world transformed by Internet technologies" 3
Lee C., Bernoff J. Explosive web_wave. How to succeed in a world transformed by Internet technologies. M.: Alpina Publisher, Yurayt, 2010. Note ed.
Charlene Lee and Josh Bernoff wrote:
“...Internet users have shown that they are capable of managing ongoing processes. Any individual can be influenced, stopped, bought off, or sued. But the Internet gives people the opportunity to join forces.”
Each user group can become a powerful ally or enemy depending on our actions. Groups are constantly changing - determining the degree of trust, requiring different levels of transparency to filter content and make purchasing decisions. They will develop and fade at an ever-increasing rate, and this process will continue with or without you. Seth Godin described this feature in detail in his book “There is a Leader in Everyone. Tribes in the Age of Social Media" 4
Godin, S. There is a leader in everyone. Tribes in the age of social networks. M.: Alpina Business Books, 2012.
According to him:
“Every person is now not only a marketer, but also a leader. Appearance huge amount clans, groups, tribes and interests means that anyone who wants to make a difference can do so.”
It is up to us as marketing managers to create, develop, and gain the loyalty of these groups to the extent that is optimal for our company's operations. This is not the manipulation or capriciousness of the “Lord of the Flies”, where all efforts only guarantee survival. Whether it's called "flat earthing" (Thomas Friedman's term), "gaining thousands of fans" (Kevin Kelly), "building a tribe" (Godin), or "gaining followers" (Guy Kawasaki), the general idea is that technology has enabled people have better access to markets. The emergence of new tools, including the Internet, has changed the relationship between buyer and seller, making it less rigid and stable. Markets have become more competitive and transparent, giving consumers much more options.
Our task is to manage these user groups and achieve their loyalty.
And the basis of the management strategy and acquisition of customer loyalty is content marketing. To be successful today, we must use content to continually engage our audience - from the first meeting onwards. life cycle client. In short, working in marketing is no longer about building a group of clients, but (to paraphrase Peter Drucker) about building a group of dedicated brand advocates.
In terms of what we create, the word “supporters” may seem funny to some. But Joe Pulizzi and his co-author Newt Barrett articulated this idea in their seminal content marketing book, Get Content Get Customers. They explained this possibility this way:
“Marketing companies are now realizing that they can create content that matches or exceeds the quality of what media companies produce. Moreover, they see that they can bring tangible benefits to potential and real clients, offering relevant content that helps solve some of the complex problems faced by their potential and actual customers.”
“By providing compelling and relevant content target market your company, you will begin to play an important role in the lives of customers. This applies to both information on the Internet and printed publications, and personal communication. In the past, this function was performed by newspapers, magazines, television, radio, conferences, seminars and websites. Now is the time for your company to take over this function.”
Colossal shift
So what approach can we take for a new content-centric marketing strategy? How will it affect the traditional functions that marketing strategy performed in a company? How to organize the process of engaging and serving supporters?
Recent changes are having a huge impact on all aspects of business. Whether this concerns creating a subscriber base of loyal brand advocates (formerly called customers who will interact with the brand and talk about the company's product) or from potential clients, so that they gradually become real - in any case, the basis for communication, formation and maintenance of brand loyalty is content.
Content as a marketing strategy will take various shapes. The simplest of them are websites, catalogs and newsletters. According to a recent study by the Content Marketing Institute and MarketingProfs, nine out of ten marketers use content in some way. But there is still no complete confidence in its usefulness. Many marketers create a lot of content, but at the same time they are not sure of its effectiveness and do not fully understand its role in the company's activities.
At the same time, there are many marketers still trying to justify the use of content marketing, and having done so, they are forced to solve problems that prevent them from creating the desired content. In short, the practice of content creation is alive and well in many organizations, but content marketing and its corresponding strategic approach are missing.
The “many to many” engagement strategy is new opportunity for the company to exert its strength, because for many years they “spoke” with only one “voice”. Never before have they had to “listen” so carefully and react so quickly. Therefore, marketing begins to play a leading role in this process. Is it any wonder that the role of marketing has grown exponentially - not only in raising awareness and nurturing potential customers, but also in servicing and retaining them after the purchase. Today, even if we don't control the content, it still gets in and out of the company. Customers rate products and services on social networking sites. Company managers post their opinions on LinkedIn, CEO 5
Chief Executive Officer (English) – the highest executive position in the company. In the hierarchy adopted in Russia, an analogue general director. Note ed.
Wants to blog, and each seller has his own Twitter account.
We read articles and books, hear experts at conferences extolling the virtues of content marketing, and it becomes clear that the processes that can benefit our company need to be managed. When we were in school, no one said that a successful marketer should also become a successful publisher. But as we become publishers, we need to find a way to effectively evaluate what's going on so we can truly understand what's working and what's not. And by the way, despite the changes taking place, we are obliged to work effectively in the current quarter. For many people, this situation comes as a real shock. Is it any wonder that many marketers feel like their marketing strategy is in crisis?
And it's true - marketing is in crisis!
The rest of this book
There is an ancient Chinese proverb that says that a “crisis” is simply “an opportunity to catch a dangerous wind in your sails.” As marketers, we can now create new processes to use in our marketing strategy, activate them with content, and catch the winds of change.
A successful program will help you focus on creating a thoughtful strategy and processes that will support your content marketing efforts. The remainder of this book is detailed description the process of creating such a successful program. But first you need to understand five key features:
1. Understand who you are.
What does your company do? What makes her product different? What key feature her activities? What does she do best?
2. Understand who they are.
What fan communities are your company's products intended for, and where are they located? Perhaps you've ignored them for so long that they've taken root elsewhere or coalesced around your company's brand in a different way? What kind of people create the diversity of these fan communities? What are they passionate about? Who are their leaders? How can you reach them? If such a fan community does not exist, how can one be encouraged to create one?
3. What content can you provide to customers to gain their loyalty?
What story do you want to tell consumers? This topic is beyond the scope of the publication plan. How do you create interesting stories that support a fan community and attract active followers? Are there any tools required to maintain a fan community or is there enough content? What are the members of the fan community most interested in? What information provided will support the natural desire to buy your company's product? (Is there a need to develop a strategy for dividing content into groups: simply useful; content that is actively discussed; content whose main goal is to lead the consumer to purchase.)
4. Supporters must be supported, taken care of and disposed of in a timely manner.
Fan communities are like liquid. They increase in volume, contract, connect with others and disappear. Be sure to pay attention to the changes that are taking place - constant monitoring of the fan community helps to achieve success.
5. Success can be measured.
Develop a process to evaluate how well you are engaging with your company's loyal supporters. Exist various ways such assessment, most of which depend on the characteristics of the company and its fan community. For example, if your content marketing strategy is aimed at increasing sales, you can evaluate the increase in leads by creating a registration system for accessing content. And if your content marketing strategy is focused on customer service, you can compare the reduction in customer service calls to the traffic from an engaged fan community.
The main thing is to know that it is not too late to start. Content marketing has been around for hundreds of years. John Deere began publishing Furrow Magazine in 1895, where he taught farmers best practices. However, the application of content marketing in the process strategic planning- still new. We have no doubt that your company produces a lot of content, but it probably doesn't. functions content marketing. And if there is something like that, it can hardly be called content marketing. You must understand content marketing. The amount of budget devoted to creating new content may eventually take over the lion's share of all "new media" budgets. And new perspectives will open up for specialists in this field. The process of transformation is underway, and it will not be completed overnight. But it can and should happen. The current situation is well described in the already mentioned work Get Content, Get Customers, but there is still no book that would indicate ways to resolve this problem.
Part I
Content Marketing Strategy
Chapter 1
Development of an economic feasibility study for the project
Due to budget cuts, the light at the end of the tunnel is turned off.
Boston advertisement, 2008
One of the most frustrating things about a marketing conference is that you listen to experts talk about new opportunities over and over again and convince you to develop them into a business plan (feasibility study). And although no one says how exactly write it, you should do as they advise.
Content marketing conferences are no exception to this rule. Undoubtedly, the question that worries you most is: “How can I develop a business case for a project?”
Although content marketing is not something new, this does not mean that it has become a formalized process for which budget funds are initially allocated. And this is important. Content marketing can be an innovative element of the marketing toolbox. And as a marketer, you should strive to innovate.
So before you start developing the business case for content marketing at the tactical level, create a business case for innovation. It sounds simple, but we know that many people are afraid to implement any innovation, let alone content marketing.
Try doing some research. Ask the office staff three questions. The first one is “Should our company be innovative?” Let's assume that 90% of respondents answer yes.
Regardless of the answer, ask the following question: “Has our company ever been innovative?” To answer this, some will have to think for the rest of the day, while others will want to clarify: “Do you mean, can we call our company innovative now?” Answer like this: “No. I want to know if she was innovative at least someday».
There is no doubt that almost all employees will remember with pleasure successful projects. To those who say: “Yes, it was,” ask a third question: “When was it?”
You will see: everyone loves innovation, but only on condition that it has already been implemented and is working.
And no one wants to look like a fool for giving permission to produce a product that sold five copies. As a friend recently said, “I would rather get a zero on a test than a twenty-two because a twenty-two means I tried to get the answers right.”
Another book on content marketing? Are you joking. How many instructions have already been written on the need to create unique content, guides on its promotion, the formation of “tribes” or “loyal brand supporters,” loyalty management and other “100% working” marketing strategies? It is enough to read several books - on methods of attracting targeted traffic in social networks, on optimization, contextual advertising and converting random visitors into clients - and you can consider yourself a professional in launching marketing campaigns on the Internet. Honestly, I completely sincerely think so.
There is, however, one “but”: for some reason, these recommendations, despite the guarantees of their authors, do not work in one hundred percent of cases. And examples of successful promotion of companies using content marketing can be counted on one hand - they wander from one expert to another with depressing monotony. Robert Rose And Joe Pulizzi they insist: it’s a matter of preparation. Before you begin developing the business case for content marketing at the tactical level, create a business case for innovation. Doesn't seem new? However, often experts only talk about the need for such a feasibility study, but few explain exactly how to write it.
First part of the book "Content Marketing Management" It starts with the fact that you must prepare for innovation in your company even before you start building a marketing strategy. The authors describe the contents of the plan point by point and separately consider each of its elements (including the amount of need for the project, the business model used and consideration of possible risks). Particular emphasis is placed on the fact that this economic justification is not the value of ROI (that is, the return on investment ratio). “ROI is not the metric that should be used to determine the results of content marketing. ROI is a specific goal that we want to achieve as part of the business case.", Rose and Pulizzi emphasize.
Then comes the answer to the question “Where to start?” - and here the authors use the term “type character” for the first time. This is not a focus group in its traditional sense: within each group there may be consumers with different purchase cycles, which means that each of them must have its own engagement process.
I won’t hide that the first quarter of the book can hardly be called inspiring. However, in the third chapter (“Developing the Main Content Idea”), something exciting awaits the reader. This is an analysis of the template, conventionally called the “hero’s path” - a comparison of marketing history and the classical structure of myths from world literature and cinema. Rose and Pulizzi turned the framework proposed by writer Joseph Cambell and transformed by screenwriter Christopher Vogler into the “10 Stages of a Brand Journey.” “This model is designed to help you find your own way to tell a story or figure out what’s missing from it,”- explain marketers. Therefore, the story your company tells must be unique and create a unique experience for your customers.
The next important stage is the selection of content promotion channels. Here, the authors return to their stock persona and take a step-by-step look at the content management plan (including issues of publishing calendar and client conversion).
The second part of the book is entitled “The Content Marketing Process”, and in my opinion, the chapter “Sequence of Actions” is of particular interest in it. It talks about how to create a team, distribute responsibilities and deadlines within it; Once again - in more detail - the publication calendar is outlined, as well as the style of communication with users. The authors immediately raise the important issue of individual responsibility and rules of conduct for those who write and post information, as well as respond to discussions in in social networks. Rose and Pulizzi make this recommendation: “...make rules, understanding that they are there to be broken (as in jazz). Norms should be reasonable and people should be expected to act using common sense. Your employees must have the moral right to do what is right, and they must learn to distinguish between what is right and what is wrong.”
But the authors themselves obviously consider chapter 11, “Assessing the effectiveness of the efforts undertaken,” to be one of the main chapters. It begins with the words “Admit it, did you immediately open the book at this chapter?”. And again, experts convince the reader that the main thing in content marketing is not a material indicator such as ROI, but answers to the questions “Does content help increase sales? Reduce costs? Does it increase customer loyalty? Rose and Pulizzi suggest viewing content marketing as a “long-term strategy” and not expecting a high ROI. In other words, you should think carefully and evaluate your strengths before you indulge yourself with illusions and high expectations.
And I do not agree that literally following all the recommendations of the book “Content Marketing Management” is worth it for any organization - commercial, non-profit, government, as well as online stores, publishing houses and consulting agencies. The tips are heavily targeted at B2B companies (the type of firm most often mentioned in the text) and retailers of high-value products. There is an opportunity here to allocate budget and time to a campaign that does not directly lead to higher conversions.
Owners of small firms producing and trading consumer goods should pay attention to the following quote: “As you read this and other content marketing books, think of them like a paved highway. You will almost certainly be able to shorten the path to your goal and even make amazing discoveries along the way.” This means that there may be other ways to achieve the goals.
