Even if you understand that the concept of log data has nothing to do with forestry, face it: it’s just not inherently riveting stuff. Or is it?
The so-called Big Data revolution is gaining momentum after languishing as an obscure concept just a few short years ago. And one of the key drivers is imaginative, credible content crafted by the savvier tech brands that are spreading the Big Data word to a broader commercial audience.
Technology executives and marketers have always tried to make their marketing content relevant, readable and actionable. The problem is, the arcane computer-science vocabulary used by so many companies creeps into marketing content – including communications intended for audiences that are not necessarily technical. Yes, you still have to reach those systems administrators and lords of IT. But getting the attention of finance and operations stakeholders is equally important. Not to mention the CEO, the board and the opinion leaders they listen to. It is here where tuning marketing communications based on stakeholder requirements, preferences and biases is essential.
Otherwise, you run the risk of baffling, boring or confusing key purchasers and influencers.
What are you doing to ensure that your technology content, however arcane, is presented in compelling and imaginative business terms for non-technical decision-makers and the media who follow your category? Is your technology story consistently told in business terms?
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We’re frequently asked about the kinds of content an early-stage venture must feature on its web site. To some clients, our answer is initially seen as counter-intuitive. The tendency among many new ventures is to declare a value proposition that stretches the realm of credibility. And that flies in the face of a PR 101 axiom: the bolder your claims about your value proposition, the more remarkable and bulletproof your substantiation must be.
In a world full of spin, it might seem counter-intuitive to throttle back on boldness. A couple of caveats are in order. First, we no longer live in the anything-goes era of the Nineties. The pendulum has swung from “hype it” to “prove it”. Be mindful of presenting content that contains overblown promises that can’t be supported with incontrovertible proof. As an early-stage venture, dings in your credibility can kill market momentum. Fill your evidence-pipeline well ahead of your coming-out party.
Our advice: Stress-test your content for the following:
- Does it pass the “too-good-to-be-true” sniff test?
- Who can vouch for your claims beyond your CEO or CMO?
- Do you have customers who can articulate your value proposition?
- Do you have any metrics, ROI, or quantifiable evidence of your competitive superiority?
Sound fundamentals are mandatory. Be certain of yours.
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“So let me ask you, is this new product of yours the greatest thing out there right now, or WHAT?!”
Recently, a senior editor of a well-known computer journal that will remain nameless was reading an FAQ about a product introduced several weeks ago. “These questions remind me of a Merv Griffin interview,” she said, referring to the late TV talk-show host notorious for flattering his guests.
Her frustration was triggered by softball questions and self-serving answers, in a briefing document that’s supposed to provide hard-hitting market education at a glance. While seemingly obvious, the mission of a well-crafted FAQ is to provide clear and legitimate answers to frequently asked questions – posed by real world prospects, customers, investors and market analysts.
The unhappy fact about FAQs is how easily they can lose impact as educational tools as they circulate through the editing mill of marketing departments. One way to mitigate the problem is to bring your best salespeople into the loop. Tell them to be brutal. Tell them to include the questions “frequently asked” by their toughest customer(s). And it doesn’t hurt to get field input on the answers, either, even though an FAQ crafted for analysts and media should never be mistaken for sales literature.
A product introduction is always an opportunity to re-introduce your brand and your company. Take the high ground and reaffirm your leadership by posing questions that reflect current user problems and issues. Customers are cynical by nature. So don’t insult them with watered down FAQ’s poorly disguised as marketing puff.
Is your marketing and PR content candid about real customer issues? Are your FAQs clear about how your solution cuts to the heart of user problems? How do you ensure that your questions are more like Sixty Minutes, and less like the old Merv Griffin Show?
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