The Anatomy of Thought Leadership
Applied correctly, thought leadership can transform the thinking and behaviour of individuals and markets on a global scale. A simple innovative idea, expressed succinctly can dramatically change the direction and fortunes of an organisation. This is particularly true for technology and information companies.
A thought leadership strategy is at the core of many successful organisations’ marketing endeavours. It positions the company, its products and people as experts; best of breed in its chosen markets. Articles, seminars, white papers and case studies raise the organisation’s profile, provide supporting collateral for sales and deliver a pipeline of opportunity.
Operations benefit. A clearly articulated and understood strategy creates ambassadors from staff at all levels. Processes become more efficient and productivity rises as staff ‘get behind the big idea’. Thought leadership helps to future proof organisations as research reveals capability gaps, opportunities and emerging threats.
This post outlines the anatomy of a successful thought leadership strategy.
It’s about the content, stupid.
What comes first; the white paper or the idea? Committing to the production of white papers, articles and supporting literature is the catalyst from which new ideas and approaches emerge. The discipline of research, analysis and writing tests and refines current thinking.
White papers identifying market trends and issues highlight where potential customers should focus their resources. This is an important first stage but once problems are identified the market needs a solution. Intelligently written material can translate complex products and services into clear unambiguous business benefit. Case Studies provide proof that problems can be solved and are an important step in an organisations due diligence when considering solutions.
Commissioning a library of thought leadership resources is a vital first step. It provides an acid test for current strategy and ideas. An existing library of resources is no reason to rest: the pace of change in technology dictates regular review, update and publication.
Who is interested?
Building a library of resources is difficult. Building an audience of regular readers is harder. Part of the answer lies in the quality and relevance of your material; produce good stuff and you will win hearts and minds. How you approach your audience completes the answer. Overt selling will have your audience hitting the unsubscribe button in record numbers. Offer useful, helpful and relevant research to carefully identified individuals and your readership will grow.
There are two ways to build your readership: commercially acquired ‘prospect’ lists and organic growth through reader initiated ‘opt-in’. Whilst the latter is preferred, the former is more practical. But be careful; individuals on bought lists receive a lot of emails, telephone calls and marketing collateral. To win them as readers, your first communication has to be outstanding and relevant.
Securing 20% of a bought list as regular readers is a good and achievable target.
Don’t kill the messenger.
No single solution provides comprehensive delivery of your messages and ideas. In fact, focusing on one channel can have an adverse effect; overuse, especially of email, will kill the channel (at least temporarily). Paradoxically, technical convergence has resulted in an explosion in communication methods: eMail, PR (online and offline), podcasts, RSS, social media, etc.
Thought leadership now needs media planning. Carefully matching media and audience delivers the best results. An article close to the editorial of a well respected trade publication is likely to have greater effect than a hastily prepared ‘email blast’. Research where your audience goes for information: which LinkedIn groups are most active? Which blogs most regularly read?
Finally, don’t neglect the internal audience. To become effective ambassadors staff need access to collateral before publication to your excited and engaged audience.
Posted: September 29th, 2009 / 5 Comments /
5 Comments to The Anatomy of Thought Leadership
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Thought leadership is just one weapon in marketing’s arsenal. And it can take a long time and effort before you see the fruits of any effort. The pressure on marketing is to deliver leads today – or your out of a job. So marketers are forced back into telemarketing and spamming. Unfortunate, but that’s life!
Biggles
Biggles on
October 2nd, 2009
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This is an interesting article. Is thought leadership really about marketing?
Sure I can see that a white paper can act as a marketing strategy, but is a ‘thought’ the same as a white paper?
I see a thought leader as being a person (or org) that puts the thoughts out to be developed – it does not matter if the development is within or external from the org. Waiting for an idea to be well enough formed to be a white paper often means that the essence of the thought has been lost.
To see thought leadership and white papers is to me just poor marketing.The role of “thought leader” is a title bestowed on us by others it is not something we can assume for ourselves.
Your comment about emails is correct – and this is one of the reasons why RSS and blogs are so successful. Better to have readers coming to you than you pushing your messages to them. This cannot be done with the frequency of most orgs and their white papers.
Mike
Mike Morrison (RapidBI) on
October 7th, 2009
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October 7th, 2009
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This piece is, of course, an attempt at thought leadership. Though leadership is nothing more than an aunt sally – an expressed insight designed to foster debate and bring organisations towards you IF the message is relevant enough. In a world of electronic soapboxes such as Twitter we are potentially drowned in poorly thought through knee-jerk ‘opinion’ which is mostly worthless and droll. Thought leadership should not state an impuned fact but pose questions. Less about the opinion and more about the search. More about thought and less about attempts at leadership.
Steve on
October 10th, 2009
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In the real world, organisations are competing for mind-share within target customer groups. It is essential therefore to clearly demonstrate and understanding and opinion on the key issues faced by potential clients. I agree with Steves point, the white paper (or opinion piece/point of view) can be a valuable tool when used to foster debate, raise conversations and demonstrate understanding. It is valuable, as mentioned at the beginning of this piece, as supporting “training” for teams that engage the client directly, helping them to understand the issues and business challenges against which to have deeper conversations. As for Twitter and other social media, appropriate use will broaden the base of interested parties and provide “free” promotion of an organisations message. Good times.
Garry Mansfield on
October 16th, 2009