2021 CONTENT MANAGEMENT & STRATEGY SURVEY - Content Marketing Institute

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2021 CONTENTMANAGEMENT& STRATEGYSURVEY

TABLE OF CONTENTSIntroduction. 3Key Findings. 6Methodology/Demographics. 8Use of Strategic Approach. 10Strategic Management of Content.12Opinions About Content Management.15Content Management Technology.16Strategic Content Creation.22Overall Success.24Strategic Content Management Challenges.25About.292

INTRODUCTIONWelcome to our fifth annual Content Management &Strategy Survey report.As they reported in 2020, many content professionals areworking hard on internal processes that improve their abilityto connect with customers. At the same time, silos continueto get in the way (58% said communication among teams is achallenge, as did 60% last year).Nevertheless, content professionals have made strides inworking to create consistent experiences throughout thecustomer journey. However, they faced challenges withcontent production workflow and using UX design to improvecustomer experiences (not surprising, as teams have had toadjust to shifts brought on by the pandemic and work-fromhome world). 49% agreed their organization creates consistentexperiences throughout the customer journey (up from39% the previous year). Those who cited content production workflow as achallenge increased to 45% from 27%.3 Those who cited using UX design to improve the overallexperience a customer has with the organization as achallenge increased to 50% from 43%.CONTENT AS A CORE BUSINESS STRATEGYMore respondents this year reported that their businessviews content as a core business strategy (81% vs. 72% lastyear). In addition: The level of proficiency with using technology to managecontent increased (31% reported that their organization isexpert/advanced vs. 25% last year). Fewer reported that having enough skilled staff is achallenge (53% vs. 63% last year). About the same percentage reported that theirorganization is extremely/very successful with contentmanagement (22%), and fewer reported minimal/nosuccess (13% vs. 21% last year).However, fewer respondents agreed their organizationextracts meaningful insights from data and analytics (56% vs.69% last year). In addition, 21% indicated a neutral position

INTRODUCTIONhere (neither agree nor disagree) vs. 12% last year. Thisstruggle makes sense, considering the massive shifts inonline behavior coupled with the sheer volume of datagenerated in 2020.IMPACT OF COVID-19 ON INTERNALCONTENT MANAGEMENT TECHNOLOGIESLike last year, around 40% of respondents said theirorganization isn’t using its existing content technologyto potential. The top three reasons cited for this:integration issues (56%), lack of training (55%), and lack ofcommunication about capabilities (50%).A new question in the survey asked about changes tocontent management technology due to work-from-homeshifts caused by COVID-19: 67% reported few/no changes and 33% reporteddrastic/moderate changes. 57% indicated their organization has a strong/moderatedesire to add new content management technology asit adapts to a post-COVID-19 world; 43% indicated little/no desire.4The desire to add new technology wasn’t surprising. Lastyear, we predicted a much greater need for collaborativetechnologies and solutions, as working remotely in manyways becomes a new normal, requiring technology thatenables collaboration, sharing, and agility.CONTENT OPERATING MODEL FOCUSES ONCONTENT PRODUCTS/PLATFORMSAnother finding suggests that teams became morefocused on their owned content marketing platforms (e.g.,websites, blogs) versus spending so much time in reactivemode, responding to internal ad hoc requests. Considerthe following:In 2020, when we asked respondents to: Indicate the typicalapproach taken by content creators in your organization: 43% selected “project focused” (creating content inresponse to internal requests), whereas only 14%selected “platform focused” (creating specific types ofcontent such as blogs or videos).

INTRODUCTIONIn 2021, when we changed the question to: Which one ofthe following most closely describes your organization’scurrent content operating model (i.e., where the contentteam spends most of its time, effort, budget)? 50% indicated a “content products” model (focusedon content marketing platforms such as website, blog,magazine, resource center), followed by 32% whoindicated a “projects/campaign” model (operatinglike an internal agency, responding to ad hoc internalrequests).THE SEVENTH WAVE IS HERESurfers say that waves travel in groups of seven as a “set.”Having the patience to wait for the biggest, most powerfulseventh wave is the key to a great day in the water.In reality, there is no seventh wave. There are bigger waves,and smaller waves, and patterns. Even so, good surfers cansense when that big wave is imminent.It’s like that for content practitioners, too. Executivesare more convinced than ever that content is a strategic5function in business. But they don’t quite have a feel forhow it all works yet. The waves pass by.Content production workflow has become an even biggerbottleneck, because marketing leaders know they needmore content assets, but the business can’t quite countthe waves yet. More waves pass by.Owned media properties (e.g., websites, blogs, magazines,resource centers) are important for enhancing customerexperience. But we don’t quite have the hang of managingthem as products yet.But content practitioners know that 2021 is different there’s a swell coming.Put simply, it’s time for us to wax up the boards andteach our companies how to surf content strategy andmanagement. The waves aren’t new, but we can sensethat the one we’re in now is going to be massive.Time to shoot the curl.

KEY FINDINGSContent continuesto become morestrategic.Eighty-one percent ofrespondents indicatedtheir organization viewscontent as a businessstrategy, up from 72%last year. In addition,there was an uptick inthose describing theirorganization’s proficiencywith using technologyto manage content as“expert/advanced” (31%vs. 25% last year). Seepages 15 and 16.There is greateremphasis oncustomer experienceduring the contentplanning phase.Content professionalshave made stridesin working to createconsistent experiencesthroughout the customerjourney (49% agreed theirorganization is focusedon this, vs. 39% last year).See page 22.EISlightly more than half(56%) of respondentsstrongly/somewhatagreed their organizationextracts meaningfulinsights from data andanalytics, down from 69%last year. Furthermore,21% were neutral here(neither agree nordisagree) vs. 12% lastyear, suggesting teamsare readjusting the waysthey work with data. Seepage 15.Similar to last year,around 40% said theirorganization isn’t usingits content technology topotential. The top threereasons cited for this:integration issues (56%),lack of training (55%), andlack of communicationabout capabilities (50%).See page 19.xtracting insightsfrom data is toughernow than one year ago.ntegration, training,and communicationissues are the topbarriers to usingcontent managementtechnologies topotential.Continued on next page6

KEY FINDINGSMore than halfreported astrong/moderatedesire to add newcontent managementtechnology.When asked aboutthe changes theirorganizations made tocontent managementtechnology due to workfrom-home shifts duringthe pandemic, 67%reported few/no changes.However, 57% felt theirorganization has a strong/moderate desire to addnew content managementtechnology as it adaptsto a post-COVID-19 world.See page 17.7Challenges haveshifted.While communicationamong teams remaineda top challenge, fewerrespondents this yearreported that findingenough staff skilled incontent strategy was achallenge (53% vs. 63%last year). However,more reported beingchallenged with contentproduction workflowand using UX designto improve customerexperiences. See page 25.Content products/platforms are themajor area of contentoperations focus.Half of respondentsindicated they operatewithin a “contentproducts” model (focusedon content marketingplatforms such aswebsite, blog, magazine,resource center), followedby 32% who indicateda “projects/campaign”model (operating likean internal agency,responding to ad hocinternal requests). Seepage 23.

METHODOLOGY/DEMOGRAPHICSTo better understand the approach content professionals are taking to strategically manage content,Content Marketing Institute (CMI) surveyed a portion of its subscriber database as follows:Nature of Organization’s Business (Agencies and Consultants were excluded) For-profit NonprofitOrganization’s Employee Size 50 EmployeesCMI’s research team designed, programmed, and hosted the online survey, and collected and tabulated the data.CMI emailed the survey invitations on April 7, 2021, and sent a reminder email on April 21, 2021. By April 29, 2021,respondents had returned 263 surveys. Seventy-eight percent (78%) indicated their organization takes a strategicapproach to managing content; of those, 99% indicated they are involved (directly or indirectly) with someaspect of strategic content management in their organization.To encourage prompt response and optimize the response rate, a random drawing was held for two 50 Amazongift cards, a link was included in the invitation to route respondents directly to the online survey, and theinvitation and survey were branded with the CMI and ContentTECH Summit names and logos to capitalize onaffinity for the brands.8

METHODOLOGY/DEMOGRAPHICSSURVEY DEFINITIONSStrategic approach to managing content—an approach that involves setting up processes, people, and technology tobetter scale and deliver content with the intent to improve the overall customer experience.A content management strategy—a strategy that addresses issues such as how your organization plans, develops,organizes, distributes, manages, and governs content.Success—achieving your organization’s overall desired/targeted results for its content strategy.Nature of Organization6% 5%29%53% For-profit B2BFor-profit B2CFor-profit B2B B2CNonprofitOtherLocation of Organization9%17%7% Size of Organization40% 1,000 employees100 - 999 employees1 - 99 employees2%22%10%43% Industry Classification4%7%14%10%11%79% North AmericaEMEAAPACSouth America 932%Technology/IT/Software/HardwareFinancial icalsProfessional servicesPublishing/MediaOther

USE OF STRATEGIC APPROACH78% said their organization takes a strategic approach to managing content.Strategic Approachto Managing ContentInvolvement in StrategicContent ManagementDocumented ContentManagement Strategy1%22%YesNo 78% 8% 99%Base: All respondents.YesNo39% 53% Base: Respondents whose organization takes astrategic approach to managing content.YesNoUnsureBase: Those who are involved in strategiccontent management in their organization.Areas of Involvement withStrategic Content ManagementContent creation(e.g., editorial, video, design)Content marketing strategy (e.g., thought leadership,owned media management, distribution channels)91%90%Content strategy (e.g., governance,content management, audits, taxonomies)80%66%General marketingCommunications (e.g., PR,corporate communications)61%10%Information technology6%Other01020406080100Base: Respondents involved with strategiccontent management in their organization.Aided list; multiple responses permitted.Content Marketing Institute 2021 ContentManagement & Strategy Survey

USE OF STRATEGIC APPROACHRespondents said the top two reasons why their organizations don’t take a strategicapproach to managing content are lack of processes (68%) and leadership hasn’t madeit a priority (61%).Reasons Why Organizations Don’t Takea Strategic Approach to Managing Content68%Lack of processes61%Leadership hasn’t made it a priorityLack of financial investment in resources47%Organizational culture47%Leadership doesn’t view content as something that needs to be strategically managedManagement changesOther041%12%8%102030405060Base: Respondents whose organizations do not take a strategic approach to managing content. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey117080

STRATEGIC MANAGEMENT OF CONTENTFewer reported undertaking the following content-related activities when compared with theprevious year: Content audit (60% vs. 71%) Content gap analysis (48% vs. 57%) Research to better understand user experience to inform content strategy (39% vs. 52%).Content-Related Activities UndertakenA content inventory(a list of your content assets)63%A content audit (an evaluationof your existing content)Research to better understand potentialaudiences to inform content strategy60%55%A content gap analysis (identification of areaswhere you need additional content)Research to better understand user experienceto inform content strategy (e.g., the experience aperson has while interacting with your contentat your website)48%39%6%None of the above3%Unsure01020Base: Respondents involved with strategic content management in their organization. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey123040506070

STRATEGIC MANAGEMENT OF CONTENT65% reported that their organization has content governance guidelines in place.Content-Related Structures in Place65%Content governance guidelines60%Content taxonomy59%Structured contentUnsure 5%01020304050Base: Respondents involved with strategic content management in their organization. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey136070

STRATEGIC MANAGEMENT OF CONTENT88% said their organization has style and brand guidelines in place.Content Development Aids Currently in UseStyle and brand guidelinesSEO/keyword researchEditorial calendarEditorial guidelines (e.g., style, tone)Content performance analyticsCustomer personasFormal workflow process(es)Brand messaging architecture41%Customer journey map(s)1%Unsure0204050%59%80%79%73%68%66%60Base: Respondents involved with strategic content management in their organization. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey148088%100

OPINIONS ABOUT CONTENT MANAGEMENT81% agreed their organization views content as a core business strategy, up from 72% theprevious year. 56% agreed their organization extracts meaningful insights from data and analyticsderived from the consumption of content, down from 69% the previous year. Thoseindicating a neutral position increased to 21% from 12% the previous year.Opinions About Content ManagementOur organization views content as a core businessstrategy (appropriate staffing, budget, processes, etc.).34%47%6% 10% 3%Our organization can easily re-use and re-purposecontent across multiple channels.36%44%8% 11% 1%Our organization extracts meaningful insights from data andanalytics derived from the consumption of content. 15%41%21%17%Strongly agree Somewhat agree Neither agree nor disagree Somewhat disagree Strongly disagreeBase: Respondents involved with strategic content management in their organization who answered each statement. Aided list.Content Marketing Institute 2021 Content Management & Strategy Survey156%

CONTENT MANAGEMENT TECHNOLOGY31% described their organization’s level of proficiency with using technology to managecontent across the enterprise as expert/advanced vs. 25% the previous year.Level of Proficiency With Using Technologyto Manage Content Across the OrganizationExpert38%INTERMEDIATEHave developed a business case for usingtechnology to manage content; identified orare using a content management platform;seeing early success21%NoviceBeginnerADVANCEDFinding success, yet challenged with fullyintegrating content technology into ourbusiness culture and operations30%Intermediate6%Do not use technology to manage content10NOVICEGrowing pains; building a team and businesscase for using technology to manage content,yet challenged with the changes required4%2030Base: Respondents involved with strategic content management in their organization. Aided list.Content Marketing Institute 2021 Content Management & Strategy Survey16EXPERTContent fully automated across the business;scaling across the organization; experiencingthe benefits1%Advanced0Descriptors used for each levelof proficiency:4050BEGINNERStarting to address aspects of using technologyto manage content

CONTENT MANAGEMENT TECHNOLOGY67% of respondents said their organization made few/no changes to content managementtechnology due to the work-from-home shifts caused by COVID-19. However, 57% felt thattheir organization has a strong/moderate desire to add new content management technologyas it adapts to business in a post-COVID-19 environment.Changes Made to Content ManagementTechnology Due to Work-from-HomeShifts Caused by COVID-192%26%31% 41%17 Drastic changesModerate changesFew changesNo changesOrganization’s Desire to Add New ContentManagement Technology as It Adapts toa Post-COVID-19 Environment14% 20% 29% 37% Strong desireModerate desireLittle desireNo desireBase: Respondents involved with strategic content management at organizations that useBase: Respondents involved with strategic content management at organizations that usetechnology to manage content. Aided list.technology to manage content. Aided list.Content Marketing Institute 2021 Content Management & Strategy SurveyContent Marketing Institute 2021 Content Management & Strategy Survey

CONTENT MANAGEMENT TECHNOLOGYThe top two content technologies respondents said their organizations have in place areemail marketing software and social media publishing/analytics.Content Technologies in Place85%Email marketing software84%Social media publishing/analytics73%72%Customer relationship management (CRM) platformContent management system (management and publishing)51%Content distribution platform(s)45%42%Marketing automation system (MAS)Digital asset management (DAM) system/file storage40%Content performance/recommendation analytics31%Sales enablement platformContent optimization software (e.g., personalization, content targeting)Other content technologies02022%9%406080Base: Respondents involved with strategic content management at organizations that use technology to manage content. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey18100

CONTENT MANAGEMENT TECHNOLOGY42% said their organization doesn’t use its technology to full potential, which is nearlyidentical to last year’s finding. This year, we also asked what is standing in the way. The topthree answers were integration issues, lack of training, and lack of communication.The Right Technology in Place to ManageContent Across the OrganizationReasons Why Organizations Aren’t UsingTechnology to Its PotentialIntegration issues (e.g., challengesmaking it work with other systems)33%25%56%55%Lack of training50%Lack of communication about capabilities42%Implementation issues (e.g., awaitingcompletion, not functional)42%8%Technology is outdated17%Other YesNo — we have the technology,but aren’t using it to its potentialNo — we haven’t acquired theright technologyBase: Respondents involved with strategic content management at organizationsthat use technology to manage content. Aided list.Content Marketing Institute 2021 Content Management & Strategy Survey190204060NOTE: The fill-in responses to the “other, please specify” option often referred to a lackof time and/or budget.Base: Respondents who indicated their organization has technology but isn’t usingit to its potential. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey

CONTENT MANAGEMENT TECHNOLOGYWhat capability is your organization most lacking that youfeel technology would help with?This was a fill-in question we asked respondents who said their organization had not yet acquired theright technology to manage content across the organization (33%). Several respondents mentionedorganization/communication tools, the customer journey, and analytics. Some of the verbatimresponses are shown on this page and the next. A centralized view of content, related assets, andperformance across different channels. A project management tool to manage workflows. Ability to see publishing across channels and projectmanage. Being able to measure content-influenced revenues andtracking content usage and effectiveness. Orchestrate a digital customer journey per industry (weserve several).20 Consistency and organization. Our salespeople areoften using outdated documents in their work whilethose of us in marketing have been using the latest forsome time. Even though we have a contentmanagement and storage system, it doesn't alertpeople when things are updated. A system betterprepared for that could improve our workplacecommunication overall. Marketing stack is still not giving us a clear view of thecustomer experience.Continued on next page

CONTENT MANAGEMENT TECHNOLOGY Omni-channel product(s) and strategy. Auditing and proper personalization. Taxonomy, better understanding of personalization andhow to use tech to aid in that. Content distribution and analytics. We need an enterprise editorial calendaring andmanagement system that can be used across theorganization as well as by outside vendors and writers.We are still at the Excel stage and it is painful.21 Integrated full-journey analytics from anonymous toknown, on gated/ungated interactions, DAM, CMP. Tracking user interaction with our content. It's more of an organizational culture — siloed, noC-suite support for content quality and standards. Ifthere's technology that can help that, please let me know! Interactive content creation to improve engagementand personalization on-the-fly; better tracking analytics. Being able to create leads and keep them organizedwhere it is beneficial for both the sales team and theclient.

STRATEGIC CONTENT CREATION49% of respondents said they always/frequently take creating consistent experiences throughout the customerjourney into account during the content planning process, up from 39% last year. Those indicating they always/frequently drive personalized experiences stayed about the same comparedwith the previous year. This was the first time we asked about using structured, repeatable content production processes.Factors Taken Into Account DuringContent Planning ProcessUse structured, repeatable contentproduction processes16%Create consistent experiencesthroughout the customer journey15%Drive personalized experiences45%34%Always Frequently41% Sometimes31% Rarely NeverBase: Respondents involved with strategic content management in their organization. Aided list.Content Marketing Institute 2021 Content Management & Strategy Survey228% 2%10% 0%41%5% 21% 29%2%

STRATEGIC CONTENT CREATION50% of respondents said their current content operating model is focused on contentproducts (e.g., owned content marketing platforms such as websites, blogs, magazines,and resource centers).Current Content OperatingModel/Place Where Content TeamSpends Most of Its TimeOur operating model is focused on owned contentmarketing platforms, e.g., our website, blog,magazine, resource center.PROJECTS/CAMPAIGNSOur operating model looks like an internal agency,responding to ad hoc internal requests.3% 4%11%32%CONTENT PRODUTS 50% Content oneSELF-CONTAINEDOur operating model is completely self-contained;we operate as a separate team within the business.STANDARDSOur operating model is focused on providingstandards and guidelines, e.g., SEO keywords,translation, CMS management, and other technicalor structural assistance.NONEBase: Respondents involved with strategic content management in their organization. Aided list; select one.Content Marketing Institute 2021 Content Management & Strategy Survey23We have no defined operating model; we’re justtrying to keep up with doing what we can.

OVERALL SUCCESS22% said their organization is extremely/very successful with strategically managing content acrossthe enterprise. The percentage of those indicating moderate success increased to 65% from 56% the previous year.Overall Success With Strategically ManagingContent Across the Organization2%1%Extremely successful20%22%Very successfulModerately successful56%12%Minimally successful65%19%1%2%Not at all successful01020304050607020212020Note: The survey defined success as “achieving your organization’s overall desired/targeted results for its content strategy.”Base: Respondents involved with strategic content management in their organization. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey24

STRATEGIC CONTENT MANAGEMENT CHALLENGESLike last year, respondents said their top two challenges were communication among teams and having enough skilledstaff. However, the percentage of those who said skilled staff was a challenge decreased to 53% from 63%. In addition: Far more cited content production workflow as a challenge this year compared with last year (45% vs. 27%). The percentage of those challenged with using UX design to improve the customer’s overall experience increased to50% from 43%. Three new challenges were added to the list this year (understanding the customer journey, implementing the righttechnology(ies), and ensuring that content creators across the organization follow the same guidelines).Strategic Content Management ChallengesCommunication among teams so everyone is on the same page(e.g., content, marketing, IT, creative, sales)58%53%Enough staff skilled in content strategyUsing user experience (UX) design to improve the overallexperience a customer has with our organization50%45%Content production workflow41%Understanding the customer journey38%Implementing the right technology(ies)34%Lack of budgetEnsuring that content creators across theorganization follow the same guidelines32%2%Other02040Base: Respondents involved with strategic content management in their organization. Aided list; multiple responses permitted.Content Marketing Institute 2021 Content Management & Strategy Survey2560

STRATEGIC CONTENT MANAGEMENT CHALLENGESIf there was one thing you could do to improve your organization'ssuccess with managing content across the entire organization,what would it be?This was a fill-in question. Recurrent themes included process issues, ROI, and the customer journey.Here are some of the verbatim responses: An understanding of priorities and a comprehensivestrategy, together with improved communication acrossall marketing activities (remove all silos). Have a content platform to keep everything organized. A singular content management system across the Have a visible dashboard into our content queue thatanyone across the organization could access. While wehave a Google doc and asana to track it, these views aretoo in the weeds for people in different departments. Repeatable content structures for repurposing existingcontent.organization that would provide transparency andcollaboration, and an editorial platform for planning. Bring AI capabilities to augment our creative resources. Implement a content editorial process and ensure all More automated publishing of content and integrationcontent is archived/tagged in the DAM for easier accessacross the organization.between our work management tool and our contentsystem of record. The ability to automatically porttaxonomy tags from creation, to cataloging, topublishing would be amazing!Continued on next page26

STRATEGIC CONTENT MANAGEMENT CHALLENGES Ensure that everyone is using consistent information An understanding of the end-to-end customer journey.and formatting. It's a bit like the Wild West at myworkplace currently. While many within the organization Customer journey tracking respective to our owneddo a lot of good work, it's not always on the sameproperties and self-promoted content. I'd like to utilizepage with others and can lead to messaging issues thatUX tools, backed by a robust CRM system, to bettermarketing has to work around and fix.understand content consumption in an effort tocalculate a more actionable content ROI. I wish we would include personalization and automationas part of our strategy. Everything is done "by hand" Be able to quickly and easily show ROI on our contentand it is sometimes difficult to manage with

Content strategy e.g., governance, content management, audits, taxonomies General marketing Communications e.g., PR, corporate communications Information technology Other 9 91 80% 66% 1 1 6% Base: Respondents involved with strategic content management in their organization. Aided list; multiple responses permitted. Content Marketing Institute .

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