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FAQs: Content and SEO’s Low-Hanging Fruit

Creating content in support of your products and services is hard. Finding something to say which is both unique and valuable to the audience is a non-trivial endeavor, however it remains critical for persuading your audience that your product or service is right for them … and persuading search engines that your website is important.

That said, it’s incredible how many brands overlook this one simple, effective, easy-to-create content tool: the FAQ.

You don’t even have to do the thinking for an FAQ. Your customers do it for you. In your day-to-day sales and support operations, customers are asking questions all the time. All you need to do is document them and their answers, put it on your website, and bingo! – You now have an FAQ.

FAQ Best Practices

It’s absolutely possible to make a terrible FAQ, but really easy not to. If you follow these guidelines when creating your FAQ, you’ll be set:

  • Talk to your sales and / or support teams about the questions that they are getting from customers. If you’re creating an FAQ, you want to be sure it’s answering questions that your customers actually have.
  • The best FAQ questions are broadly relevant and / or address an important question. If you have a question from a person with a niche application which would only be relevant to a small subset of the audience who is also using your product for that application, it’s probably not worthy of adding to the FAQ. If you have too much clutter, people won’t use it.
  • It’s really easy to end up with oceans of FAQ content. Your don’t want your FAQ content to fluster your audience because there is too much of it. In addition to being selective with what content makes the grade for your FAQ section, use design tools such as accordions to help minimize the content overload and help ensure that customers are only presented with the FAQ content which is most relevant to them.
  • Keep FAQ content on the page of the product / service it pertains to whenever possible. Forcing people to navigate away to FAQ content is usually neither a good navigational experience nor the best for SEO.
  • If you have a long FAQ section, try to keep the most important and / or broadly relevant information towards the top, where it will be more likely to be seen.

To give you a better idea of how you may be able to leverage FAQ content, let’s take a look at a few examples.

FAQ Critiques

Agilent’s website makes ample use of FAQ content, which is great. To give an example, I’ll look at the page for their 280FS AA Atomic Absorption Spectrometer. They have a lot of stuff on this page, but they use a left-hand navigation menu with anchor links to help users find the information they need. In the “Support” section there is an FAQ, along with other categories of content, each of which has an accordion feature.

FAQ section on a product page of the Agilent website

Agilent’s FAQ has a good amount of content in it, and they make it more manageable by only showing the questions. You have to click the question to see the answer. Unfortunately, when you click the question, you are directed to a page that has only that one question and answer on it, meaning the page is of relatively low value and has taken the user away from the bulk of the information they are seeking, leading to a sub-optimal user experience (you need to wait for the page to load, then click back to get back to where you were). Additionally, having many pages with “thin” content is far less beneficial from an SEO standpoint than having one page with lots of content. If, for instance, they instead had a nested accordion in which the answer dropped down when it was clicked, this would circumvent the need for individual pages for each answer while still showing a relatively manageable amount of information to each user.

Laboratory Supply Network also makes frequent use of FAQs. FAQs are perhaps of even greater value for distributors and resellers since these companies are often starved of unique content. FAQs, product reviews, and other mechanisms for generating unique content can both improve their SEO and differentiate them from competition who may be selling similar (or the same) products. As an example, we’ll use their Q500 FAQ on Homogenizers.net. Laboratory Supply Network puts their FAQs in a separate tab from other information on the product page, helping to prevent clutter. They also have all the FAQ information directly on the product page, which maximizes the SEO benefit. However, within the FAQ tab, there are no aids to help users find the information which may be of value to them. The only way to see which questions are answered is to scroll through them all – and through their answers. This is non-ideal, especially if there are a lot of questions and / or the questions have long answers. While users will scroll, too much scrolling decreases the likelihood that content near the bottom will be seen.

FAQ section on a product page of the Homogenizers.net website

In Conclusion

FAQs add value for your customer and improve the SEO of your website. As with just about any content generation effort, your primary question should be: “can we do this in a manner which is valuable for our audience?” If you have a complex product or service or there is any common uncertainties that customers have about your business, it’s likely that you can both deliver and receive value through an FAQ. Ensure that you’re following best practices, and you’ll maximize its value.

"Looking to create content which has a discernible impact on your business? Looking for practical, realistic means to improve your search marketing? BioBM helps life science companies with almost any marketing needs. Contact us today and learn how we can help build your company into a powerhouse brand with rapidly growing revenues."

We Just Got Skyscrapered

Just yesterday, we got skyscrapered. No, we didn’t get an office in a giant building or fly an ad from one or anything like that, nor is that some weird pop-culture thing that teenagers are putting on YouTube. We were the target of an attempt at “skyscraper marketing” … and I’m talking about it, so I guess it worked in a sense.

I’ll talk more about this particular instance in a moment, but first I wanted to give an intro to skyscraper marketing for anyone who isn’t familiar with it.

The “What” and “Why” of Skyscraper Marketing

Skyscraper marketing was one method which was popularized after Google’s 2013 Hummingbird algorithm update. To summarize the implications of that in brief: there was once a time when you could “trick” Google into thinking that your website was more important than it was by posting links around the internet pointing to your website. Hummingbird was the Google update that put an end to that once and for all and penalized websites that did not comply. From then on, if you wanted to prove your website’s importance (and thereby improve your search ranks), you needed to earn your backlinks organically.

That’s about the time when content marketing became more important. From that point, not only was it the validation that showed prospects you knew what you were talking about, but it was the primary tool at your disposal to influence your search rankings (beyond the basic on-site optimization, such as optimized URLs and title tags, that everyone does and therefore isn’t a real source of competitive advantage). The more shareable the content, the more backlinks it would likely get, and therefore the better it was for SEO.

Thus, Skyscraper Marketing was devised. At its most basic, I can break it down into a three step process:

  1. Find successful content.
  2. Improve upon it.*
  3. Share it with people who would be interested in it and, in turn, share it themselves.

*The necessity for improvement is debatable, but you do have to do something to it. More on that in a moment…

The “How” of Skyscraper Marketing

Skyscraper marketing is, essentially, a type of influencer marketing in that the important part is the last step – getting people with engaged audiences to share it. That being the case, there are two primary approaches (and you don’t have to choose between them – you can do both at the same time).

The first approach is the incremental improvement approach. You find some good content which you have something to add to / make better / pose a counterpoint to / etc., then distribute it to a bunch of people who would find it relevant and potentially want to share it. In this approach, you’re adding something to the general body of knowledge in the hope that your contributed insight is enough to make it a worthwhile share – especially from people who have large audiences themselves. Again, the goal is to get as many backlinks and as many eyeballs as possible (those goals do overlap) so the more people you reach out to the better.

The second approach is the “stroking one’s ego” approach. In this approach, your goal isn’t necessarily to improve upon good pieces of content, but rather to act as an aggregator. You take really good tidbits from the thinking of a number of different influencers, and repackage them into a single, easily digestible, and readily shareable piece of content, being sure to reference and link to the authors / posts whose thinking you aggregated. You then reach back out to those people and let them know that you published something which referenced them. People, being generally inclined towards things that make themselves seem important, will share your article which highlights their own thinking.

BioBM’s Skyscraper Marketing Tips

As with influencer marketing, you want to take care to do it correctly. If you don’t, you’ll not only waste your time and effort, but you’ll also get a reputation among the influencers in your market as a peddler of junk content. If that happens, skyscraper marketing or other forms of influencer marketing will be more difficult for you in the future. Just as poor quality content can reflect badly upon your brand, asking people to share poor quality content will erode your relationships with those influencers.

To not be “that guy,” here are some useful tips:

  • Don’t spam your network. Only send out good content and only send it to people who would find it genuinely relevant.
  • Don’t plagiarize copy … or ideas. If people realize they’ve heard it all before elsewhere, they probably won’t share it.
  • Note that “improved content” does not mean “longer content.” A lot of people have a habit of focusing on expanding upon an idea rather than improving upon it. Improvement is far more important than expansion. If you make something better or take a novel perspective on an idea, that’s far more worthy of sharing than simply adding more of the same.
  • “Improved content” also doesn’t mean that you need to improve on the idea itself. Communicating it more effectively – for instance, using illustration to more clearly demonstrate a complex point – can be just as valuable.
  • Always remember: your content behaves like a product and must be differentiated!
  • If you’re going to take an ego-driven approach, be sure you show that you have taken the time to fully understand and eloquently explain the idea, and give some praise to the original author without coming of as a flatterer.

So to finish the story…

Upon checking our social media dashboards this morning, I saw this tweet:

I’ve been published more than the average person, but that’s still enough to get my attention so I gave it a quick read through. I ended up not sharing it on our @BioBM twitter account (and I don’t use my personal @CHoytPhD twitter anymore) for a few reasons. Primarily, we have very high standards for what BioBM publishes through our channels. We generally require there to be some element of newness, and we didn’t find there to be any particularly fresh thinking. (Sorry, Joe! No offense intended.) Secondarily, it was a really obvious skyscraper attempt, especially since our idea which was shared wasn’t strongly relevant to the body of the article and was simply one of many listed in bullet point format towards the end. On the other hand, Joe did well not to plagiarize the ideas which he referenced, but rather offered a tidbit of them with a link to the source. That was nice of him. (Thanks, Joe!)

That said, it did engage a discussion on twitter and his post did end up being linked to on our blog, so I suppose Joe can claim victory after all. He’s also welcome to follow this shameless promotion for our “Marketing of Life Science Tools & Services” LinkedIn group and post it there as well. 2262 members and counting!

Just for fun, and because who doesn’t love architecture, here’s a few more images of skyscrapers. All images are courtesy of Unsplash, which in an amazing feat of generosity allows their beautiful, high-resolution images to be used for any purpose and without attribution. I find that so awesome that I’m giving them attribution anyway.


"Innovative companies deserve innovative marketing. If you want to leverage the next generation of marketing strategies to not only help you achieve success, but create genuine strategic advantage for your company, contact BioBM. It’s never too early or too late, but the sooner we get started the more of a head start you’ll have."

Why People Are Loyal … to ANYTHING

I was reading the MarketingCharts newsletter today and saw a headline: “What Brings Website Visitors Back for More?” The data was based on a survey of 1000 people, and they found the top 4 reasons were, in order:
1) They find it valuable
2) It’s easy to use
3) There is no better alternative for the function it serves
4) They like it’s mission / vision

Website Loyalty Data from MarketingCharts.com

I thought about it for a second and had a realization – this is why people are loyal to ANYTHING! And achieving these 4 things should be precisely our goal as marketers:
1) Clearly demonstrate value
2) Make your offerings – and your marketing – accessible
3) Show why your particular thing is the best. (Hint: If it’s not the best you probably need to refine your positioning to find the market segment that it is the best for.)
4) Tell your audiences WHY. Get them to buy into it. Don’t just drone on about the what, but sell them on an idea. Captivate them with a belief!

Do those 4 things well, you win.

BTW, the MarketingCharts newsletter is a really good, easy to digest newsletter – mostly B2C focused but there’s some great stuff in there even for a B2B audience and you can get most of the key points in each day’s newsletter under a minute.

"Captivate your customers’ loyalty. Contact BioBM and let’s turn your marketing program into a strategic advantage."

Are You Providing Self-Service Journeys?

Customers are owning more of their own decisions.

We’ve all heard the data on how customers are delaying contact with salespeople and owning more of their own decision journeys. Recent research from Forrester predicts that the share of B2B sales, by dollar value, conducted via e-commerce will increase by about a third from 2015 to 2020: from 9.3% to 12.1%. Why does Forrester see this number growing at such a rate? Primarily due to “channel-shifting B2B buyers” – people that are willfully conducting purchases entirely online rather than going through a manned sales channel.

All this adds up to more control of the journey residing with the customers themselves and less opportunities for salespeople to influence them. Your marketing needs to accommodate these control-desiring customers. It needs to accommodate as much of the buying journey as it can, and in many instances it can and should accommodate the entire buying journey – digitally.

Scientist considering an online purchase

Accommodating Digital Buying Journeys

Planning for the enablement of self-service journeys is a complex, multi-step process. In brief, it consists of:

  1. Understanding the relevant customer personas. Defining customer personas is always a somewhat ambiguous task, but my advice to those doing it is always not to over-define them. It’s easy to achieve so much granularity that the process of defining a customer persona becomes meaningless due to the presence of far too many personas with far too little to distinguish their journeys in a practical sense. It’s okay to paint with a broad brush. For a relatively small industry such as ours, factors such as “level of influence on the purchasing decision” and “familiarity with the technology” are far better than the commonly used definitions of B2C demographics which you’ll likely see used if you look up examples of creating customer personas. It probably doesn’t much matter if the scientist you’re defining is a millennial or Gen X-er, nor do you likely need to account for the difference between scientists and senior scientists. That’s not what’s important. Focus on the critical factors, and clear your mind of everything else.
  2. Mapping the journey for each persona. This can be done with data analytics, market research, and / or simply as a good old-fashioned thought experiment, depending on your resources and capabilities as well as how accurate you need to be. If you’re using data, use the customers who converted as examples and trace their buying journeys from the beginning (which will probably have online and offline components). Bin them each into the appropriate persona then use them to inform what the journey requires for each persona. The market research approach is fairly straightforward and can be done with any combination of interviews, focus groups, and user testing approaches. If you’re on a budget and just want to sit down and brainstorm out the decision journey, start with each “raw” customer persona, then ask “where does this person want to go next in his decision journey?” A scientist may want more information, they may desire a certain experience, etc. Continue asking that question until you get to the point of purchase.
  3. Mapping information or experiences to each step of the journey. Once you know the layout of the journeys and the goals at each step, it should be relatively clear what you need to provide the customer at each step to get them to move forward in their journey. This step is really just asking: “How will we address their needs at each discrete step of their journey?”
  4. Determine the most appropriate channel for the delivery of each experience. You now know what you’re going to deliver to each customer at each point in the decision journey to keep them moving forward, but how you deliver it is important as well. On paper, it might seem as though you can simply provide all the information and experiences the customer needs in one sitting and then that’s all they will need to complete their decision journey. In practice, it often doesn’t work that way. Decisions often involve multiple stakeholders and often take place over the course of days, weeks, or months. Few B2B life science purchasing decisions are conducted on impulse. For young or less familiar brands you may also need time for the scientist to develop sufficient familiarity with the brand in order to be comfortable purchasing from you. This is the time where you must consider not only the structure of the buying journey, but the somewhat less tangible elements of its progression. Structured correctly, your roadmap should essentially remove steps from the buying journey for the customer.
  5. Implement it! You now know what the scientists’ decision journeys look like and exactly how you’ll address them. Bring that knowledge into the real world and create a holistic digital experience that enables completion of the self-serve buying journey!
  6. That’s it! Your marketing is now ready for today’s (and tomorrow’s) digitally-inclined buyers.

    Owning the JourneyNetwork internet brain head

    What we’ve outlined above will create a digital experience that allows customers to complete a purchasing decision on their own terms, which is something they increasingly want to do. If you build such an experience you will give yourself a definite advantage, but your customers will still shop around. It’s not enough to get them to hone in solely on your brand (which, if we’re being honest, is an incredibly difficult task).

    Digital marketing is not only capable of enabling your scientist-customers to complete their decision journeys on their own, however. It is possible to create a digital experience that owns a hugely disproportionate share of the decision journey to provide outsized influence upon it. Such mechanisms are called decision engines, and when properly implemented they provide their creators with massive influence on their markets. If you would like to learn more about decision engines, check out this recent podcast we did on the topic with Life Science Marketing Radio or download our report on the topic.

    "Is your life science brand adopting to the changing nature of scientists’ buying journeys? If you’re not well on your way to completing your marketing’s digital transformation, then it’s probably time to call BioBM. Not only do we have the digital skill set to develop transformational capabilities for our life science clients, but we stay one step ahead with our strategies. We live in an age of constant change, and we work to ensure that our clients aren’t simply following today’s best practices, but are positioned to be the leaders of tomorrow. We’ll provide you with the next generation of marketing strategies, which will not only elevate your products and services, but turn your marketing program into a strategic advantage. So what are you waiting for?"

Carlton Hoyt Discusses Decision Engines on Life Science Marketing Radio

Principal Consultant Carlton Hoyt recently sat down with Chris Conner for the Life Science Marketing Radio podcast to talk about decision engines, how they are transforming purchasing decisions, and what the implications are for life science marketers. The recording and transcript are below.

Transcript

CHRIS: Hello and welcome back. Thank you so much for joining us again today. Today we’re going to talk about decision engines. These are a way to help ease your customer’s buying process when there are multiple options to consider. So we’re going to talk about why that’s important and the considerations around deploying them. So if you offer lots and lots of products and customers have choices to make about the right ones, you don’t want to miss this episode.
(more…)

What Google RankBrain Means for SEO

Network internet brain headThere’s been a ton of buzz in SEO circles about Google’s new RankBrain algorithm. This is very understandable for two reasons. First, it’s a nerd’s dream. It’s an artificial intelligence-based algorithm, and anything with AI in it is buzzy and awesome. Secondly, and more importantly, Google has stated that RankBrain is already the third most important ranking factor behind content and links.

To really understand what RankBrain means for life science SEOers, let’s zoom out a bit and understand what RankBrain is and what it does.

What Is RankBrain?

Put simply, Google RankBrain is a machine learning artificial intelligence system designed to help process search results in order to provide more relevant results to searchers. Specifically, RankBrain is intended to help Google return more relevant results for terms and phrases it’s never heard before. This was particularly important as the internet ever increasingly quickly spews forth new vocabulary and people speak in a stream-of-consciousness type manner into their phones.

Put somewhat more technically, RankBrain converts all language into vectors, with any given vector’s position and direction representing its conceptual meaning. Semantically related terms have vectors which are positioned close to each other and, similarly, groups of related terms (vectors) are positioned closely to other groups of vectors which have close semantic meaning. Through some crazy mathematics and / or magic which I’m sure would be beyond me even if I did have access to the details of it, this ever-changing map of vectors enables Google to make a best guess with regards to terms or phrases it does not know. However, it also [presumably] allows it to better map known concepts to each other as well.

How to Optimize for RankBrain

If this isn’t the first article you’ve read on how – specifically – you should optimize for RankBrain, then let me apologize on behalf of whatever other advice you may have received. The correct answer is: you do nothing. Continue to be a person, and do the rest of your job like a person. The “like a person” part is important.

Since the beginning of search engines, people have been trying to game the system. It’s been a decades-long battle between website owners, who want to convince search engines that their websites are important, and the search engines themselves who want to return the most relevant results to searchers. Initially, search engines were fairly rudimentary and it was easy to convince them your website was more important than it actually was. As time went on, search engines took away more and more tricks. By and large, search engines have won – it’s now extremely difficult to game the system. However, that doesn’t mean that the ranking systems were perfect. RankBrain is simply a response to allow it to better adapt to the actual people doing the searching. In other words, it’s attempting to make Google’s search algorithm a little bit more human. It’s becoming less important to obsess about every word you use since Google is starting to place less importance on the term itself and more importance on the meaning. After all, that’s what people are really looking for. They don’t want results that just have the words they used. They want results that will provide the meaning they seek.

This doesn’t mean that SEO is dead. It’s not. All this means is that you shouldn’t be trying to fool anyone. The best way to increase your website’s value to search engines is, by and large, to increase your website’s value to your target audience. Have great content that makes people want to share it? That’ll be good for SEO. Have a well laid out and easily navigable site? That’ll be good for SEO. Is your website highly relevant to the people you’re looking to target? That’ll be good for SEO as well. Of course there’s always some technical factors that people still manage to overlook – for instance, ensuring your title attribute is relevant and meaningful and that your page load times are decent – but at the end of the day if you’re making a site that’s great for your target audience, it’ll probably end up having fairly good SEO as well.

Don’t Forget to Use Words

I personally find this to be the most amusing piece of advice that I find myself giving over and over again: don’t forget to use words. Seriously, you can have the flashiest website, all the video content in the world, giant shiny infographics, and a totally cool podcast, and all those things are great. You know what none of them have? Words – the text kind. Think of it this way:

  • What do people type / speak into search engines? Words.
  • What do search engines’ web crawlers read? Words.
  • What form the bulk of the results that search engines return? Words.

While the above is admittedly an oversimplification, it’s still 90% true. Words are still very important. It still comes down to the content.

"Is your company winning the battle for attention? If not, you need BioBM more than you think. Sure, we can help you with search marketing, but the battle for attention is much more than that. SEO is only one part. BioBM crafts captivation strategies that don’t just increase the number of eyeballs you get from search, but holistically build a captivated audience that demonstrates loyalty to your brand. Don’t just make a splash. Start a movement. Contact BioBM to get started."

Lessons from Scientific Publishing’s Fight to Survive

crumpled scientific journal articleFirst it was open access, then pure and simple pirating (Sci-Hub), and now preprints, as this recent New York Times article outlines. The business model of the major scientific publishers is under attack.

This probably doesn’t come as a surprise to many of us. For one, it’s been a slow and steady process occurring over the course of many years. Secondly, it’s something that scientists have openly complained about for a long while. The system of publishing in the biomedical sciences is slow, arduous, and by and large hasn’t been improved upon in centuries. The cost to institutions of obtaining subscriptions is huge.

That said, many of the large scientific publishers are some of the most entrenched, disruption-shielded companies in all of the sciences. Not only have they had a near-monopoly on the mass dissemination of scientific information for centuries, they have also been the de facto method by which scientists are evaluated. For any academic and many industry scientists, how many articles you publish and in what journals has the power to define the course – and the fruitfulness – of your career. Almost all generally accepted methods for measuring the impact of a scientist’s contributions are based around citations from publications in scientific journals. Deviating from the system would be a massive professional risk for all but the most respected and recognized scientists.

With such massive forces reinforcing the system of scientific publishing, escaping it would seem intractable. Now, perhaps for the first time, it seems vulnerable.

Understanding the Points of Weakness

The scientific publishing industry is something of a dinosaur, built for a world in which information had to be transmitted through the dissemination of physical objects. While it adapted rapidly to digital distribution in the internet age, it failed to accommodate for a number of other changing realities which altered its value to scientists.

Primarily, scientists no longer had an inherent need for publishers in order to effectively disseminate information. While publishers still helped organize and prioritize information, the dissemination of information has become easy, near-immediate, and free. This both decreased the value of publishers and also decreased barriers to pirating, since the unit-cost of disseminating any given article (or a great many articles) is effectively zero. Sci-Hub may be an unsolvable problem for publishers, and it’s not the only one of its kind. Scientists who don’t want to partake in such blatant piracy can use the #icanhazpdf hashtag on Twitter and have an article sent to them by a peer with access. This leads to a downwards spiral effect on the value that publishers add from an information dissemination standpoint – easier access to information leads to more pirating, which in turn provides easier access to information, all the while making publishers roles less as couriers and more as gatekeepers, trying to ensure that information can only be seen by those who pay for the privilege.

Additionally, while digital technologies were being used to make many aspects of life easier and faster, and scientific technologies continued to evolve at a rapid pace, innovations in publishing were extremely limited. Aside from eliminating the need to physically mail manuscripts, the arduous peer review process remains largely unchanged. While there is no immediately obvious replacement for peer review, the overall experience of submitting articles for publication remained very slow in a world that was becoming very fast, making the perception of the process feel slower even though it was no slower than before. This increasingly negative perception also erodes value, as it makes the traditional publishing process seem more flawed.

Costs, however, have not been reduced. Each publisher has, in essence, a monopoly on the information which they own. They do not compete to provide access to any given journal or article, so there is relatively little competitive pressure to decrease prices, aside from the constraints of institutional libraries’ limited budgets. Therefore the present situation is really not at all surprising. The perception of value has decreased – perhaps significantly so – yet prices have not decreased to match. The market believes it is overpaying, and it is revolting against the industry in a search for both a better value, a better experience, and a structure which is more in line with scientists’ own values.

crumpled scientific journal article

Important Lessons for All Industries

Nothing exists in a vacuum. It was easy for scientific publishers to get comfortable with their seemingly irreplaceable status as the couriers of knowledge, but as the would changed around them they shifted from facilitating the spread of knowledge to inhibiting it. However, big publishers still have yet to substantially alter their business models to adjust to a very different reality. We must learn from this.

  • Get what you give. Just because the products or services which you are providing remain unchanged, that doesn’t mean that your value remains unchanged as well. Benefits are relative, and your pricing should adapt to the benefits provided – even if you’re massively entrenched.
  • Fighting your customers’ values is a losing battle. Scientists largely believe in sharing information. Once technology evolved to allow instant sharing of information at any scale, publishers became inhibitors to the flow of information. Not only were they inhibitors, but they were profiting from limiting access to knowledge. This made them a big target for scientists’ discontent.
  • Customer experience always matters. Even if there are no alternatives, consistently poor customer experience will drive customers to seek alternatives. It creates an environment which is ripe for disruption.
  • Anyone can be unseated, no matter how entrenched. The traditional scientific publishers haven’t been dug out yet, and they still have some time to adapt, but they are in desperate need of business model innovation. If they cannot adapt their business model, they will eventually fail.

No company, no matter how large it is, how much market share it has, how long and storied its history, or how entrenched it has become, is invulnerable. Eventually, everyone must adapt. It has become increasingly clear that one of the pillars of maintaining a successful company in today’s dynamic environments is agility. Time will tell whether publishers have the necessary agility to survive.

"Is your company adapting its business model to meet changing market demands? Do you have the agility to not only be successful today, but in 5 or 10 years? If your answer isn’t a resounding “yes” then you need BioBM. Our expert life science consultants will help you transform your business into an enterprise capable of weathering the turbulent winds of the future. Want to be ready for tomorrow? We’ll get you there together. and see what we can do for your business."

Personalization Can Backfire

Marketers are used to seeing a lot of data showing that improving personalization leads to improved demand generation. The more you tailor your message to the customer, the more relevant that message will be and the more likely the customer will choose your solution. Sounds reasonable, right?

In most cases personalization is great, but what those aforementioned studies and all the “10,000-foot view” data misses is that there are a subset of customers for whom personalization doesn’t help. There are times when personalization can actually hurt you.

When Personalization Backfires

Stressing the points which are most important to an individual works great … when that individual has sole responsibility for the purchasing decision. For large or complex purchases, however, that is often not the case. When different individuals involved in a purchasing decision have different priorities and are receiving different messages tailored to their individual needs, personalization can act as a catalyst for divergence within the group, leading different members to reinforce their own needs and prevent consensus-building.

Marketers are poor at addressing the problems in group purchasing. A CEB study of 5000 B2B purchasers found that the likelihood of any purchase being made decreases dramatically as the size of the group making the decision increases; from an 81% likelihood of purchase for an individual, to just 31% for a group of six.

For group purchases, marketers need to focus less on personalization and more on creating consensus.

Building Consensus for Group Purchases

Personalization reinforces each individual’s perspective. In order to more effectively sell to groups, marketers need to reinforce shared perspectives of the problem and the solution. Highlight areas of common agreement. Use common language. Develop learning experiences which are relevant to the entire group and can be shared among them.

Personalization focuses on convincing individuals that your solution is the best. In order to better build consensus, equip individuals with the tools and information they need to provide perspective about the problem to their group. While most marketers spend their time pushing their solution, the CEB found that the sticking point in most groups is agreeing upon the nature of the solution that should be sought. By providing individuals within the groups who may favor your solution with the ability to frame the nature of the problem to others in their group, you’ll help those who have a nascent desire to advocate for you advocates get past this sticking point and guide the group to be receptive of your type of solution. Having helped them clear that critical barrier, you’ll be better positioned for the fight against solely your direct competitors.

Winning a sale requires more than just understanding the individual. We’ve been trained to believe that personalization is universally good, but that doesn’t align with reality. For group decisions, ensure your marketing isn’t reinforcing the individual, but rather building consensus within the group. Only then can you be reliably successful at not only overcoming competing companies, but overcoming the greatest alternative of all: a decision not to purchase anything.

"Looking to improve how you communicate with your market? There are only so many minutes in the day and effective communications must first successfully fight for those minutes, then deliver a message that resonates. The power to captivate is what will bring you a greater share of attention, and you can only win the customers who are paying attention to you. BioBM is here to help you win – at every step. We ensure that you win market share through winning and maintaining another important share: share of attention. The days of marketing by interruption are fading away. The days of marketing by captivation have arrived. These days can be yours. Seize them."

The Plight of the Distributor

Let’s be frank: if you are a laboratory products distributor, you have a ton of competition. With inexpensive digital marketing at anyone’s fingertips and drop-shipping increasing in prevalence, it’s incredibly easy for almost anyone to start a distribution company with little up-front investment. As the laws of economics would predict, if something is cheap and easy, lots of people will try to do it.

That doesn’t mean it’s easy to succeed, however. In fact, it may be more difficult than ever.

The Value Squeeze

There are way too many distributors out there and differentiation is hard to come by. Distributors are facing increasing pricing pressure, and while it is certainly in part due to heightened competition and simultaneous tepid growth in research budgets, eroding margins also have a much more fundamental reason.

As a whole, distributors simply don’t add as much value as they once did.

Information used to be time consuming to find, and often difficult or impossible to find. Distributors were once viewed as a critical source of knowledge on various equipment. Today, for many purchases, it’s very easy for scientists to obtain the large majority of the information they need on their own. Doing so is often significantly easier for the scientists than subjecting themselves to a sales rep. We see evidence of this in the increasing delay of when customers are contacting suppliers within their buying journeys. The value of distributors to customers has eroded.

Geography used to be a massive barrier to the flow of information, and a local distributor was critical to allow customers to even know a product existed. Today, according to BioBM’s own research, 100% of users perform an internet search at some point in a buying journey (unless their goal is only to purchase a known product from a specific brand). Any company anywhere in the world can get in front of that customer with a simple search ad which costs all of a few dollars. Email can connect any two people in the whole world. Even product demonstrations are becoming increasingly virtual. The result: the value of distributors to suppliers has eroded as well.

The Four Models for Successful Distributors

The old rules are no longer relevant. Being a distributor in today’s business environment means assuming a particular role and providing a particular value. As such, there are a limited but highly defined number of business models which can reliably provide long-term success to both new entrants and incumbents alike.

  1. The Price Competitor. The Price Competitor attempts to be as visible as possible for people who are looking for a specific product, offer as many products as possible, and offer them at the lowest price. They seek the value buyers – people who know exactly what they want and only want the best price – and provide value to those customers by sacrificing margins to provide discounts. Their advertising is minimal but effective, as their razor thin margins simply don’t allow much else. They generally will deflect as much of the responsibility for support back to the manufacturers as they don’t want to spend the resources to do otherwise. For The Price Competitor, reducing cost as much as possible becomes almost a singular focus. The distributor who can obtain the best prices from their suppliers while operating on the lowest margins is most often the winner. The smart supplier, however, will avoid the price competitor, as they add little to no value to the supplier so long as the supplier’s list pricing is competitive
  2. The Exclusive Rep. The Exclusive Rep fills their product portfolio with unique items that they obtain exclusive rights to resell within their territory. Being beholden to their product lines, their success is often based on the products which they represent and their ability to maintain favored status with suppliers. To obtain their exclusivity, The Exclusive Rep will bear additional responsibility for developing the market in their territory, stock inventory, offer demos, or perform other services which are of value to the supplier. The additional value to the customer comes in the form of convenience – having someone local who knows the products well.
  3. The Relationship Builder. A difficult model for new entrants and one that is arguably the most endangered, The Relationship Builder relies on person-to-person relationships between their sales team and researchers. They rely heavily on an outside sales force. Acquisition of business is based on trust, extremely high levels of service, and loyalty. Because of this, they break the trend of the customer taking control of their buying journeys and instead customers may involve The Relationship Builder earlier and more directly. Relationship Builders used to be able to be effective in all types of sales, however due to easing access to information are presently most successful for complex purchases. These types of distributors add value to the supplier by having existing relationships with potential customers and add value to the customers by being a trusted source of information to aid them in their purchasing decisions.
  4. The Decision Engine. The Decision Engine provides a superior customer experience which makes the buying journey easier and more fulfilling for their customers. Their success is based on their ability to claim ownership of as much of the customers’ buying journeys as possible. They are adapting to a declining ability for salespeople to influence customers by providing the platform on which customers make their own decisions. The Decision Engine provides value to customers by enabling them to make purchasing decisions more quickly and easily, and provides value to suppliers by drawing in potential buyers.

Note that these business models are mutually exclusive. The price competitor generally does not have sufficient resources to take on any of the additional duties required by the other business models. The exclusive rep cannot be a decision engine due to lack of choice within each product category. The decision engine and the relationship builder have conflicting approaches to serving the needs of the customers’ buying journeys. The relationship builder will have a difficult time being seen as a trusted advisor if they are only promoting a single type of solution for each customer need, and therefore cannot reliably be an exclusive rep.

Lacking the ability to meaningfully differentiate aside from by their product offerings (and only the exclusive rep can reliably secure a differentiated product line), distributors must pick one of these business models and execute it better than the competition. That is the only mechanism to ensure success. Even then, the changing nature of scientists’ buying journeys puts business models themselves at risk.

"Finding and elaborating the right strategy is often difficult, but it is a process equal in importance to execution. If you are looking for a strategy which will allow your life science company to thrive, contact BioBM. Our existing knowledge – a laser-focused knowledge of the life science market – gives us a better understanding of the territory through which you must navigate. While every company’s journey will be different, having BioBM as your guide will provide you with the tools and knowledge to maximize your chances of success.

Ready to start your journey to success? Let us guide you."

The Four Key Types of Content

There are a lot of reasons why content can fail to fulfill its objectives. When content fails, it usually just feels like “stuff” – things that are churned out more for the sake of having content than to serve a specific purpose. The most common reason for failure is lack of a coherent content strategy. Even when a strategy exists, however, content often fails because its role in the customer decision journey isn’t clear. In order for content to be maximally effective, it’s critical to understand the decision journey, the four main types of content, and what role each type of content needs to have within the decision journey.

The Four Types of Content

All content can be binned in one (or more) of four general categories:

  1. Educational Content. Educational content provides helpful information to the audience. It is strictly customer-centric. It can build brand value and awareness by helping customers build useful knowledge and solve problems. It is best aligned to early stages of the buying journey when the need is nascent and the customer may not even be aware of their need. Educational content often is used to make the customer aware that a need exists. For instance, a brochure highlighting problems with an industry-standard method would be educational content.
  2. Validational Content. Validational content serves to verify a belief that the customers hold or a claim that the brand is making. Exceptional validational content does so while still maintaining the customer as the core focus, but all validational content also has a strong focus on the brand or its offering(s). This is most useful when the customers have an established need and you want to guide them towards your solution. For instance, a performance comparison of multiple offerings from different vendors would be considered validational content.
  3. Promotional Content. Promotional content is used to prompt customers who are ready or nearly ready to make a decision into action. It is the most solution-centric type of content, and it often doesn’t look or feel like content as many content marketers would think of it. For instance, an email offering a discount would be promotional content. Most ads we see on TV are promotional content.
  4. Emotional Content. Unlike all the other forms of content, emotional content doesn’t seek to influence the customers’ perceptions of need, but rather seeks to connect with customers on a less tangible, emotional level, although it doesn’t need to be overtly emotional per se. Emotional content is used outside of the context of a purchase to influence customers’ brand preferences, and therefore position your brand to have an advantage in customers’ future buying journeys.

Content doesn’t need to fall into only one of these categories. For instance, validational content is often used in conjunction with promotional content in order to both prove a point and attempt to prompt a purchase. A hybrid of emotional and promotional content may be used to try to induce an impulse buy. Educational content is often used with emotional content to position a brand as a thought leader. Just about any type of content can be used with any other. You could even have all four in one.

Mapping Content Types to the Buying Journey

A fairly simple buying journey model would be one that starts at the consideration of a need, continues through the evaluation of a number of options to fill the need, ends in a purchase, then continues to a post-purchase period where the solution is experienced, affinity with the brand (or against the brand) is formed, and advocacy (or antagonism) may take place. The cycle then begins again at some point when a further need is realized. (For a more detailed discussion of customer journeys, I recommend reading “Competing on Customer Journeys” in HBR.)

In this model, educational content would span from before consideration, where it may be used to catalyze realization of a need, through the early evaluation phase, where it helps shape the customer’s understanding and perception of the need and influences the criteria by which potential solutions will be evaluated. Validational content should be deployed from the late consideration phase through the evaluation phase in order to reinforce the brand’s proposed solution. Promotional content should be leveraged late in the evaluation phase up to the point of purchase in order to induce the customer to initiate a purchase.

Emotional content, unlike all the other types of content, is not reliant on a place within a buying journey and does not seek to directly influence customers’ purchasing behavior. Instead, it exists to shape the customers’ perceptions of the brand, thereby putting the brand at an advantage due to conscious or subconscious preferences / biases in the brand’s favor. It can be deployed at any time.

A basic buying journey with the four types of content mapped to it.

Content requires many things to be successful. It needs to be differentiated and segmented. It needs to be organized and customer-centric. It needs to avoid falling into a pit of skepticism. The most fundamental of requirements when creating content, however, is the need to serve a specific purpose that aligns with specific goals for influencing customers’ purchasing behavior.

To be even more effective in your content marketing, keep an inventory of your content, and include in that inventory which of the four types of content each piece falls into and which stage of the buying journey it attempts to influence. That will help reveal holes in your content marketing program and allow you to spend your efforts on the areas of greatest need that will provide the largest returns.

"88% of B2B companies utilize content marketing, but only 30% believe their content marketing program to be effective. We certainly understand that content marketing is a challenging and resource-intensive endeavor. That’s all the more reason to ensure your money and efforts are well spent.

BioBM has pioneered the next-generation of content marketing strategies in the life sciences, and our leading marketing thinking has been published by the American Marketing Association, Content Marketing Institute, and other prestigious associations. We don’t stop at “best practices,” and we go beyond simple content. We proactively identify new, unique ways of creating value for your audience then design superior customer experiences around those value opportunities. Provide meaningful value to your customers, and they’ll provide value to you. It’s a virtuous cycle. Start yours."

FAQs: Content and SEO’s Low-Hanging Fruit

Creating content in support of your products and services is hard. Finding something to say which is both unique and valuable to the audience is a non-trivial endeavor, however it remains critical for persuading your audience that your product or service is right for them … and persuading search engines that your website is important.

That said, it’s incredible how many brands overlook this one simple, effective, easy-to-create content tool: the FAQ.

You don’t even have to do the thinking for an FAQ. Your customers do it for you. In your day-to-day sales and support operations, customers are asking questions all the time. All you need to do is document them and their answers, put it on your website, and bingo! – You now have an FAQ.

FAQ Best Practices

It’s absolutely possible to make a terrible FAQ, but really easy not to. If you follow these guidelines when creating your FAQ, you’ll be set:

  • Talk to your sales and / or support teams about the questions that they are getting from customers. If you’re creating an FAQ, you want to be sure it’s answering questions that your customers actually have.
  • The best FAQ questions are broadly relevant and / or address an important question. If you have a question from a person with a niche application which would only be relevant to a small subset of the audience who is also using your product for that application, it’s probably not worthy of adding to the FAQ. If you have too much clutter, people won’t use it.
  • It’s really easy to end up with oceans of FAQ content. Your don’t want your FAQ content to fluster your audience because there is too much of it. In addition to being selective with what content makes the grade for your FAQ section, use design tools such as accordions to help minimize the content overload and help ensure that customers are only presented with the FAQ content which is most relevant to them.
  • Keep FAQ content on the page of the product / service it pertains to whenever possible. Forcing people to navigate away to FAQ content is usually neither a good navigational experience nor the best for SEO.
  • If you have a long FAQ section, try to keep the most important and / or broadly relevant information towards the top, where it will be more likely to be seen.

To give you a better idea of how you may be able to leverage FAQ content, let’s take a look at a few examples.

FAQ Critiques

Agilent’s website makes ample use of FAQ content, which is great. To give an example, I’ll look at the page for their 280FS AA Atomic Absorption Spectrometer. They have a lot of stuff on this page, but they use a left-hand navigation menu with anchor links to help users find the information they need. In the “Support” section there is an FAQ, along with other categories of content, each of which has an accordion feature.

FAQ section on a product page of the Agilent website

Agilent’s FAQ has a good amount of content in it, and they make it more manageable by only showing the questions. You have to click the question to see the answer. Unfortunately, when you click the question, you are directed to a page that has only that one question and answer on it, meaning the page is of relatively low value and has taken the user away from the bulk of the information they are seeking, leading to a sub-optimal user experience (you need to wait for the page to load, then click back to get back to where you were). Additionally, having many pages with “thin” content is far less beneficial from an SEO standpoint than having one page with lots of content. If, for instance, they instead had a nested accordion in which the answer dropped down when it was clicked, this would circumvent the need for individual pages for each answer while still showing a relatively manageable amount of information to each user.

Laboratory Supply Network also makes frequent use of FAQs. FAQs are perhaps of even greater value for distributors and resellers since these companies are often starved of unique content. FAQs, product reviews, and other mechanisms for generating unique content can both improve their SEO and differentiate them from competition who may be selling similar (or the same) products. As an example, we’ll use their Q500 FAQ on Homogenizers.net. Laboratory Supply Network puts their FAQs in a separate tab from other information on the product page, helping to prevent clutter. They also have all the FAQ information directly on the product page, which maximizes the SEO benefit. However, within the FAQ tab, there are no aids to help users find the information which may be of value to them. The only way to see which questions are answered is to scroll through them all – and through their answers. This is non-ideal, especially if there are a lot of questions and / or the questions have long answers. While users will scroll, too much scrolling decreases the likelihood that content near the bottom will be seen.

FAQ section on a product page of the Homogenizers.net website

In Conclusion

FAQs add value for your customer and improve the SEO of your website. As with just about any content generation effort, your primary question should be: “can we do this in a manner which is valuable for our audience?” If you have a complex product or service or there is any common uncertainties that customers have about your business, it’s likely that you can both deliver and receive value through an FAQ. Ensure that you’re following best practices, and you’ll maximize its value.

"Looking to create content which has a discernible impact on your business? Looking for practical, realistic means to improve your search marketing? BioBM helps life science companies with almost any marketing needs. Contact us today and learn how we can help build your company into a powerhouse brand with rapidly growing revenues."

We Just Got Skyscrapered

Just yesterday, we got skyscrapered. No, we didn’t get an office in a giant building or fly an ad from one or anything like that, nor is that some weird pop-culture thing that teenagers are putting on YouTube. We were the target of an attempt at “skyscraper marketing” … and I’m talking about it, so I guess it worked in a sense.

I’ll talk more about this particular instance in a moment, but first I wanted to give an intro to skyscraper marketing for anyone who isn’t familiar with it.

The “What” and “Why” of Skyscraper Marketing

Skyscraper marketing was one method which was popularized after Google’s 2013 Hummingbird algorithm update. To summarize the implications of that in brief: there was once a time when you could “trick” Google into thinking that your website was more important than it was by posting links around the internet pointing to your website. Hummingbird was the Google update that put an end to that once and for all and penalized websites that did not comply. From then on, if you wanted to prove your website’s importance (and thereby improve your search ranks), you needed to earn your backlinks organically.

That’s about the time when content marketing became more important. From that point, not only was it the validation that showed prospects you knew what you were talking about, but it was the primary tool at your disposal to influence your search rankings (beyond the basic on-site optimization, such as optimized URLs and title tags, that everyone does and therefore isn’t a real source of competitive advantage). The more shareable the content, the more backlinks it would likely get, and therefore the better it was for SEO.

Thus, Skyscraper Marketing was devised. At its most basic, I can break it down into a three step process:

  1. Find successful content.
  2. Improve upon it.*
  3. Share it with people who would be interested in it and, in turn, share it themselves.

*The necessity for improvement is debatable, but you do have to do something to it. More on that in a moment…

The “How” of Skyscraper Marketing

Skyscraper marketing is, essentially, a type of influencer marketing in that the important part is the last step – getting people with engaged audiences to share it. That being the case, there are two primary approaches (and you don’t have to choose between them – you can do both at the same time).

The first approach is the incremental improvement approach. You find some good content which you have something to add to / make better / pose a counterpoint to / etc., then distribute it to a bunch of people who would find it relevant and potentially want to share it. In this approach, you’re adding something to the general body of knowledge in the hope that your contributed insight is enough to make it a worthwhile share – especially from people who have large audiences themselves. Again, the goal is to get as many backlinks and as many eyeballs as possible (those goals do overlap) so the more people you reach out to the better.

The second approach is the “stroking one’s ego” approach. In this approach, your goal isn’t necessarily to improve upon good pieces of content, but rather to act as an aggregator. You take really good tidbits from the thinking of a number of different influencers, and repackage them into a single, easily digestible, and readily shareable piece of content, being sure to reference and link to the authors / posts whose thinking you aggregated. You then reach back out to those people and let them know that you published something which referenced them. People, being generally inclined towards things that make themselves seem important, will share your article which highlights their own thinking.

BioBM’s Skyscraper Marketing Tips

As with influencer marketing, you want to take care to do it correctly. If you don’t, you’ll not only waste your time and effort, but you’ll also get a reputation among the influencers in your market as a peddler of junk content. If that happens, skyscraper marketing or other forms of influencer marketing will be more difficult for you in the future. Just as poor quality content can reflect badly upon your brand, asking people to share poor quality content will erode your relationships with those influencers.

To not be “that guy,” here are some useful tips:

  • Don’t spam your network. Only send out good content and only send it to people who would find it genuinely relevant.
  • Don’t plagiarize copy … or ideas. If people realize they’ve heard it all before elsewhere, they probably won’t share it.
  • Note that “improved content” does not mean “longer content.” A lot of people have a habit of focusing on expanding upon an idea rather than improving upon it. Improvement is far more important than expansion. If you make something better or take a novel perspective on an idea, that’s far more worthy of sharing than simply adding more of the same.
  • “Improved content” also doesn’t mean that you need to improve on the idea itself. Communicating it more effectively – for instance, using illustration to more clearly demonstrate a complex point – can be just as valuable.
  • Always remember: your content behaves like a product and must be differentiated!
  • If you’re going to take an ego-driven approach, be sure you show that you have taken the time to fully understand and eloquently explain the idea, and give some praise to the original author without coming of as a flatterer.

So to finish the story…

Upon checking our social media dashboards this morning, I saw this tweet:

I’ve been published more than the average person, but that’s still enough to get my attention so I gave it a quick read through. I ended up not sharing it on our @BioBM twitter account (and I don’t use my personal @CHoytPhD twitter anymore) for a few reasons. Primarily, we have very high standards for what BioBM publishes through our channels. We generally require there to be some element of newness, and we didn’t find there to be any particularly fresh thinking. (Sorry, Joe! No offense intended.) Secondarily, it was a really obvious skyscraper attempt, especially since our idea which was shared wasn’t strongly relevant to the body of the article and was simply one of many listed in bullet point format towards the end. On the other hand, Joe did well not to plagiarize the ideas which he referenced, but rather offered a tidbit of them with a link to the source. That was nice of him. (Thanks, Joe!)

That said, it did engage a discussion on twitter and his post did end up being linked to on our blog, so I suppose Joe can claim victory after all. He’s also welcome to follow this shameless promotion for our “Marketing of Life Science Tools & Services” LinkedIn group and post it there as well. 2262 members and counting!

Just for fun, and because who doesn’t love architecture, here’s a few more images of skyscrapers. All images are courtesy of Unsplash, which in an amazing feat of generosity allows their beautiful, high-resolution images to be used for any purpose and without attribution. I find that so awesome that I’m giving them attribution anyway.


"Innovative companies deserve innovative marketing. If you want to leverage the next generation of marketing strategies to not only help you achieve success, but create genuine strategic advantage for your company, contact BioBM. It’s never too early or too late, but the sooner we get started the more of a head start you’ll have."

Why People Are Loyal … to ANYTHING

I was reading the MarketingCharts newsletter today and saw a headline: “What Brings Website Visitors Back for More?” The data was based on a survey of 1000 people, and they found the top 4 reasons were, in order:
1) They find it valuable
2) It’s easy to use
3) There is no better alternative for the function it serves
4) They like it’s mission / vision

Website Loyalty Data from MarketingCharts.com

I thought about it for a second and had a realization – this is why people are loyal to ANYTHING! And achieving these 4 things should be precisely our goal as marketers:
1) Clearly demonstrate value
2) Make your offerings – and your marketing – accessible
3) Show why your particular thing is the best. (Hint: If it’s not the best you probably need to refine your positioning to find the market segment that it is the best for.)
4) Tell your audiences WHY. Get them to buy into it. Don’t just drone on about the what, but sell them on an idea. Captivate them with a belief!

Do those 4 things well, you win.

BTW, the MarketingCharts newsletter is a really good, easy to digest newsletter – mostly B2C focused but there’s some great stuff in there even for a B2B audience and you can get most of the key points in each day’s newsletter under a minute.

"Captivate your customers’ loyalty. Contact BioBM and let’s turn your marketing program into a strategic advantage."

Are You Providing Self-Service Journeys?

Customers are owning more of their own decisions.

We’ve all heard the data on how customers are delaying contact with salespeople and owning more of their own decision journeys. Recent research from Forrester predicts that the share of B2B sales, by dollar value, conducted via e-commerce will increase by about a third from 2015 to 2020: from 9.3% to 12.1%. Why does Forrester see this number growing at such a rate? Primarily due to “channel-shifting B2B buyers” – people that are willfully conducting purchases entirely online rather than going through a manned sales channel.

All this adds up to more control of the journey residing with the customers themselves and less opportunities for salespeople to influence them. Your marketing needs to accommodate these control-desiring customers. It needs to accommodate as much of the buying journey as it can, and in many instances it can and should accommodate the entire buying journey – digitally.

Scientist considering an online purchase

Accommodating Digital Buying Journeys

Planning for the enablement of self-service journeys is a complex, multi-step process. In brief, it consists of:

  1. Understanding the relevant customer personas. Defining customer personas is always a somewhat ambiguous task, but my advice to those doing it is always not to over-define them. It’s easy to achieve so much granularity that the process of defining a customer persona becomes meaningless due to the presence of far too many personas with far too little to distinguish their journeys in a practical sense. It’s okay to paint with a broad brush. For a relatively small industry such as ours, factors such as “level of influence on the purchasing decision” and “familiarity with the technology” are far better than the commonly used definitions of B2C demographics which you’ll likely see used if you look up examples of creating customer personas. It probably doesn’t much matter if the scientist you’re defining is a millennial or Gen X-er, nor do you likely need to account for the difference between scientists and senior scientists. That’s not what’s important. Focus on the critical factors, and clear your mind of everything else.
  2. Mapping the journey for each persona. This can be done with data analytics, market research, and / or simply as a good old-fashioned thought experiment, depending on your resources and capabilities as well as how accurate you need to be. If you’re using data, use the customers who converted as examples and trace their buying journeys from the beginning (which will probably have online and offline components). Bin them each into the appropriate persona then use them to inform what the journey requires for each persona. The market research approach is fairly straightforward and can be done with any combination of interviews, focus groups, and user testing approaches. If you’re on a budget and just want to sit down and brainstorm out the decision journey, start with each “raw” customer persona, then ask “where does this person want to go next in his decision journey?” A scientist may want more information, they may desire a certain experience, etc. Continue asking that question until you get to the point of purchase.
  3. Mapping information or experiences to each step of the journey. Once you know the layout of the journeys and the goals at each step, it should be relatively clear what you need to provide the customer at each step to get them to move forward in their journey. This step is really just asking: “How will we address their needs at each discrete step of their journey?”
  4. Determine the most appropriate channel for the delivery of each experience. You now know what you’re going to deliver to each customer at each point in the decision journey to keep them moving forward, but how you deliver it is important as well. On paper, it might seem as though you can simply provide all the information and experiences the customer needs in one sitting and then that’s all they will need to complete their decision journey. In practice, it often doesn’t work that way. Decisions often involve multiple stakeholders and often take place over the course of days, weeks, or months. Few B2B life science purchasing decisions are conducted on impulse. For young or less familiar brands you may also need time for the scientist to develop sufficient familiarity with the brand in order to be comfortable purchasing from you. This is the time where you must consider not only the structure of the buying journey, but the somewhat less tangible elements of its progression. Structured correctly, your roadmap should essentially remove steps from the buying journey for the customer.
  5. Implement it! You now know what the scientists’ decision journeys look like and exactly how you’ll address them. Bring that knowledge into the real world and create a holistic digital experience that enables completion of the self-serve buying journey!
  6. That’s it! Your marketing is now ready for today’s (and tomorrow’s) digitally-inclined buyers.

    Owning the JourneyNetwork internet brain head

    What we’ve outlined above will create a digital experience that allows customers to complete a purchasing decision on their own terms, which is something they increasingly want to do. If you build such an experience you will give yourself a definite advantage, but your customers will still shop around. It’s not enough to get them to hone in solely on your brand (which, if we’re being honest, is an incredibly difficult task).

    Digital marketing is not only capable of enabling your scientist-customers to complete their decision journeys on their own, however. It is possible to create a digital experience that owns a hugely disproportionate share of the decision journey to provide outsized influence upon it. Such mechanisms are called decision engines, and when properly implemented they provide their creators with massive influence on their markets. If you would like to learn more about decision engines, check out this recent podcast we did on the topic with Life Science Marketing Radio or download our report on the topic.

    "Is your life science brand adopting to the changing nature of scientists’ buying journeys? If you’re not well on your way to completing your marketing’s digital transformation, then it’s probably time to call BioBM. Not only do we have the digital skill set to develop transformational capabilities for our life science clients, but we stay one step ahead with our strategies. We live in an age of constant change, and we work to ensure that our clients aren’t simply following today’s best practices, but are positioned to be the leaders of tomorrow. We’ll provide you with the next generation of marketing strategies, which will not only elevate your products and services, but turn your marketing program into a strategic advantage. So what are you waiting for?"

Carlton Hoyt Discusses Decision Engines on Life Science Marketing Radio

Principal Consultant Carlton Hoyt recently sat down with Chris Conner for the Life Science Marketing Radio podcast to talk about decision engines, how they are transforming purchasing decisions, and what the implications are for life science marketers. The recording and transcript are below.

Transcript

CHRIS: Hello and welcome back. Thank you so much for joining us again today. Today we’re going to talk about decision engines. These are a way to help ease your customer’s buying process when there are multiple options to consider. So we’re going to talk about why that’s important and the considerations around deploying them. So if you offer lots and lots of products and customers have choices to make about the right ones, you don’t want to miss this episode.
(more…)

What Google RankBrain Means for SEO

Network internet brain headThere’s been a ton of buzz in SEO circles about Google’s new RankBrain algorithm. This is very understandable for two reasons. First, it’s a nerd’s dream. It’s an artificial intelligence-based algorithm, and anything with AI in it is buzzy and awesome. Secondly, and more importantly, Google has stated that RankBrain is already the third most important ranking factor behind content and links.

To really understand what RankBrain means for life science SEOers, let’s zoom out a bit and understand what RankBrain is and what it does.

What Is RankBrain?

Put simply, Google RankBrain is a machine learning artificial intelligence system designed to help process search results in order to provide more relevant results to searchers. Specifically, RankBrain is intended to help Google return more relevant results for terms and phrases it’s never heard before. This was particularly important as the internet ever increasingly quickly spews forth new vocabulary and people speak in a stream-of-consciousness type manner into their phones.

Put somewhat more technically, RankBrain converts all language into vectors, with any given vector’s position and direction representing its conceptual meaning. Semantically related terms have vectors which are positioned close to each other and, similarly, groups of related terms (vectors) are positioned closely to other groups of vectors which have close semantic meaning. Through some crazy mathematics and / or magic which I’m sure would be beyond me even if I did have access to the details of it, this ever-changing map of vectors enables Google to make a best guess with regards to terms or phrases it does not know. However, it also [presumably] allows it to better map known concepts to each other as well.

How to Optimize for RankBrain

If this isn’t the first article you’ve read on how – specifically – you should optimize for RankBrain, then let me apologize on behalf of whatever other advice you may have received. The correct answer is: you do nothing. Continue to be a person, and do the rest of your job like a person. The “like a person” part is important.

Since the beginning of search engines, people have been trying to game the system. It’s been a decades-long battle between website owners, who want to convince search engines that their websites are important, and the search engines themselves who want to return the most relevant results to searchers. Initially, search engines were fairly rudimentary and it was easy to convince them your website was more important than it actually was. As time went on, search engines took away more and more tricks. By and large, search engines have won – it’s now extremely difficult to game the system. However, that doesn’t mean that the ranking systems were perfect. RankBrain is simply a response to allow it to better adapt to the actual people doing the searching. In other words, it’s attempting to make Google’s search algorithm a little bit more human. It’s becoming less important to obsess about every word you use since Google is starting to place less importance on the term itself and more importance on the meaning. After all, that’s what people are really looking for. They don’t want results that just have the words they used. They want results that will provide the meaning they seek.

This doesn’t mean that SEO is dead. It’s not. All this means is that you shouldn’t be trying to fool anyone. The best way to increase your website’s value to search engines is, by and large, to increase your website’s value to your target audience. Have great content that makes people want to share it? That’ll be good for SEO. Have a well laid out and easily navigable site? That’ll be good for SEO. Is your website highly relevant to the people you’re looking to target? That’ll be good for SEO as well. Of course there’s always some technical factors that people still manage to overlook – for instance, ensuring your title attribute is relevant and meaningful and that your page load times are decent – but at the end of the day if you’re making a site that’s great for your target audience, it’ll probably end up having fairly good SEO as well.

Don’t Forget to Use Words

I personally find this to be the most amusing piece of advice that I find myself giving over and over again: don’t forget to use words. Seriously, you can have the flashiest website, all the video content in the world, giant shiny infographics, and a totally cool podcast, and all those things are great. You know what none of them have? Words – the text kind. Think of it this way:

  • What do people type / speak into search engines? Words.
  • What do search engines’ web crawlers read? Words.
  • What form the bulk of the results that search engines return? Words.

While the above is admittedly an oversimplification, it’s still 90% true. Words are still very important. It still comes down to the content.

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Lessons from Scientific Publishing’s Fight to Survive

crumpled scientific journal articleFirst it was open access, then pure and simple pirating (Sci-Hub), and now preprints, as this recent New York Times article outlines. The business model of the major scientific publishers is under attack.

This probably doesn’t come as a surprise to many of us. For one, it’s been a slow and steady process occurring over the course of many years. Secondly, it’s something that scientists have openly complained about for a long while. The system of publishing in the biomedical sciences is slow, arduous, and by and large hasn’t been improved upon in centuries. The cost to institutions of obtaining subscriptions is huge.

That said, many of the large scientific publishers are some of the most entrenched, disruption-shielded companies in all of the sciences. Not only have they had a near-monopoly on the mass dissemination of scientific information for centuries, they have also been the de facto method by which scientists are evaluated. For any academic and many industry scientists, how many articles you publish and in what journals has the power to define the course – and the fruitfulness – of your career. Almost all generally accepted methods for measuring the impact of a scientist’s contributions are based around citations from publications in scientific journals. Deviating from the system would be a massive professional risk for all but the most respected and recognized scientists.

With such massive forces reinforcing the system of scientific publishing, escaping it would seem intractable. Now, perhaps for the first time, it seems vulnerable.

Understanding the Points of Weakness

The scientific publishing industry is something of a dinosaur, built for a world in which information had to be transmitted through the dissemination of physical objects. While it adapted rapidly to digital distribution in the internet age, it failed to accommodate for a number of other changing realities which altered its value to scientists.

Primarily, scientists no longer had an inherent need for publishers in order to effectively disseminate information. While publishers still helped organize and prioritize information, the dissemination of information has become easy, near-immediate, and free. This both decreased the value of publishers and also decreased barriers to pirating, since the unit-cost of disseminating any given article (or a great many articles) is effectively zero. Sci-Hub may be an unsolvable problem for publishers, and it’s not the only one of its kind. Scientists who don’t want to partake in such blatant piracy can use the #icanhazpdf hashtag on Twitter and have an article sent to them by a peer with access. This leads to a downwards spiral effect on the value that publishers add from an information dissemination standpoint – easier access to information leads to more pirating, which in turn provides easier access to information, all the while making publishers roles less as couriers and more as gatekeepers, trying to ensure that information can only be seen by those who pay for the privilege.

Additionally, while digital technologies were being used to make many aspects of life easier and faster, and scientific technologies continued to evolve at a rapid pace, innovations in publishing were extremely limited. Aside from eliminating the need to physically mail manuscripts, the arduous peer review process remains largely unchanged. While there is no immediately obvious replacement for peer review, the overall experience of submitting articles for publication remained very slow in a world that was becoming very fast, making the perception of the process feel slower even though it was no slower than before. This increasingly negative perception also erodes value, as it makes the traditional publishing process seem more flawed.

Costs, however, have not been reduced. Each publisher has, in essence, a monopoly on the information which they own. They do not compete to provide access to any given journal or article, so there is relatively little competitive pressure to decrease prices, aside from the constraints of institutional libraries’ limited budgets. Therefore the present situation is really not at all surprising. The perception of value has decreased – perhaps significantly so – yet prices have not decreased to match. The market believes it is overpaying, and it is revolting against the industry in a search for both a better value, a better experience, and a structure which is more in line with scientists’ own values.

crumpled scientific journal article

Important Lessons for All Industries

Nothing exists in a vacuum. It was easy for scientific publishers to get comfortable with their seemingly irreplaceable status as the couriers of knowledge, but as the would changed around them they shifted from facilitating the spread of knowledge to inhibiting it. However, big publishers still have yet to substantially alter their business models to adjust to a very different reality. We must learn from this.

  • Get what you give. Just because the products or services which you are providing remain unchanged, that doesn’t mean that your value remains unchanged as well. Benefits are relative, and your pricing should adapt to the benefits provided – even if you’re massively entrenched.
  • Fighting your customers’ values is a losing battle. Scientists largely believe in sharing information. Once technology evolved to allow instant sharing of information at any scale, publishers became inhibitors to the flow of information. Not only were they inhibitors, but they were profiting from limiting access to knowledge. This made them a big target for scientists’ discontent.
  • Customer experience always matters. Even if there are no alternatives, consistently poor customer experience will drive customers to seek alternatives. It creates an environment which is ripe for disruption.
  • Anyone can be unseated, no matter how entrenched. The traditional scientific publishers haven’t been dug out yet, and they still have some time to adapt, but they are in desperate need of business model innovation. If they cannot adapt their business model, they will eventually fail.

No company, no matter how large it is, how much market share it has, how long and storied its history, or how entrenched it has become, is invulnerable. Eventually, everyone must adapt. It has become increasingly clear that one of the pillars of maintaining a successful company in today’s dynamic environments is agility. Time will tell whether publishers have the necessary agility to survive.

"Is your company adapting its business model to meet changing market demands? Do you have the agility to not only be successful today, but in 5 or 10 years? If your answer isn’t a resounding “yes” then you need BioBM. Our expert life science consultants will help you transform your business into an enterprise capable of weathering the turbulent winds of the future. Want to be ready for tomorrow? We’ll get you there together. and see what we can do for your business."

Personalization Can Backfire

Marketers are used to seeing a lot of data showing that improving personalization leads to improved demand generation. The more you tailor your message to the customer, the more relevant that message will be and the more likely the customer will choose your solution. Sounds reasonable, right?

In most cases personalization is great, but what those aforementioned studies and all the “10,000-foot view” data misses is that there are a subset of customers for whom personalization doesn’t help. There are times when personalization can actually hurt you.

When Personalization Backfires

Stressing the points which are most important to an individual works great … when that individual has sole responsibility for the purchasing decision. For large or complex purchases, however, that is often not the case. When different individuals involved in a purchasing decision have different priorities and are receiving different messages tailored to their individual needs, personalization can act as a catalyst for divergence within the group, leading different members to reinforce their own needs and prevent consensus-building.

Marketers are poor at addressing the problems in group purchasing. A CEB study of 5000 B2B purchasers found that the likelihood of any purchase being made decreases dramatically as the size of the group making the decision increases; from an 81% likelihood of purchase for an individual, to just 31% for a group of six.

For group purchases, marketers need to focus less on personalization and more on creating consensus.

Building Consensus for Group Purchases

Personalization reinforces each individual’s perspective. In order to more effectively sell to groups, marketers need to reinforce shared perspectives of the problem and the solution. Highlight areas of common agreement. Use common language. Develop learning experiences which are relevant to the entire group and can be shared among them.

Personalization focuses on convincing individuals that your solution is the best. In order to better build consensus, equip individuals with the tools and information they need to provide perspective about the problem to their group. While most marketers spend their time pushing their solution, the CEB found that the sticking point in most groups is agreeing upon the nature of the solution that should be sought. By providing individuals within the groups who may favor your solution with the ability to frame the nature of the problem to others in their group, you’ll help those who have a nascent desire to advocate for you advocates get past this sticking point and guide the group to be receptive of your type of solution. Having helped them clear that critical barrier, you’ll be better positioned for the fight against solely your direct competitors.

Winning a sale requires more than just understanding the individual. We’ve been trained to believe that personalization is universally good, but that doesn’t align with reality. For group decisions, ensure your marketing isn’t reinforcing the individual, but rather building consensus within the group. Only then can you be reliably successful at not only overcoming competing companies, but overcoming the greatest alternative of all: a decision not to purchase anything.

"Looking to improve how you communicate with your market? There are only so many minutes in the day and effective communications must first successfully fight for those minutes, then deliver a message that resonates. The power to captivate is what will bring you a greater share of attention, and you can only win the customers who are paying attention to you. BioBM is here to help you win – at every step. We ensure that you win market share through winning and maintaining another important share: share of attention. The days of marketing by interruption are fading away. The days of marketing by captivation have arrived. These days can be yours. Seize them."

The Plight of the Distributor

Let’s be frank: if you are a laboratory products distributor, you have a ton of competition. With inexpensive digital marketing at anyone’s fingertips and drop-shipping increasing in prevalence, it’s incredibly easy for almost anyone to start a distribution company with little up-front investment. As the laws of economics would predict, if something is cheap and easy, lots of people will try to do it.

That doesn’t mean it’s easy to succeed, however. In fact, it may be more difficult than ever.

The Value Squeeze

There are way too many distributors out there and differentiation is hard to come by. Distributors are facing increasing pricing pressure, and while it is certainly in part due to heightened competition and simultaneous tepid growth in research budgets, eroding margins also have a much more fundamental reason.

As a whole, distributors simply don’t add as much value as they once did.

Information used to be time consuming to find, and often difficult or impossible to find. Distributors were once viewed as a critical source of knowledge on various equipment. Today, for many purchases, it’s very easy for scientists to obtain the large majority of the information they need on their own. Doing so is often significantly easier for the scientists than subjecting themselves to a sales rep. We see evidence of this in the increasing delay of when customers are contacting suppliers within their buying journeys. The value of distributors to customers has eroded.

Geography used to be a massive barrier to the flow of information, and a local distributor was critical to allow customers to even know a product existed. Today, according to BioBM’s own research, 100% of users perform an internet search at some point in a buying journey (unless their goal is only to purchase a known product from a specific brand). Any company anywhere in the world can get in front of that customer with a simple search ad which costs all of a few dollars. Email can connect any two people in the whole world. Even product demonstrations are becoming increasingly virtual. The result: the value of distributors to suppliers has eroded as well.

The Four Models for Successful Distributors

The old rules are no longer relevant. Being a distributor in today’s business environment means assuming a particular role and providing a particular value. As such, there are a limited but highly defined number of business models which can reliably provide long-term success to both new entrants and incumbents alike.

  1. The Price Competitor. The Price Competitor attempts to be as visible as possible for people who are looking for a specific product, offer as many products as possible, and offer them at the lowest price. They seek the value buyers – people who know exactly what they want and only want the best price – and provide value to those customers by sacrificing margins to provide discounts. Their advertising is minimal but effective, as their razor thin margins simply don’t allow much else. They generally will deflect as much of the responsibility for support back to the manufacturers as they don’t want to spend the resources to do otherwise. For The Price Competitor, reducing cost as much as possible becomes almost a singular focus. The distributor who can obtain the best prices from their suppliers while operating on the lowest margins is most often the winner. The smart supplier, however, will avoid the price competitor, as they add little to no value to the supplier so long as the supplier’s list pricing is competitive
  2. The Exclusive Rep. The Exclusive Rep fills their product portfolio with unique items that they obtain exclusive rights to resell within their territory. Being beholden to their product lines, their success is often based on the products which they represent and their ability to maintain favored status with suppliers. To obtain their exclusivity, The Exclusive Rep will bear additional responsibility for developing the market in their territory, stock inventory, offer demos, or perform other services which are of value to the supplier. The additional value to the customer comes in the form of convenience – having someone local who knows the products well.
  3. The Relationship Builder. A difficult model for new entrants and one that is arguably the most endangered, The Relationship Builder relies on person-to-person relationships between their sales team and researchers. They rely heavily on an outside sales force. Acquisition of business is based on trust, extremely high levels of service, and loyalty. Because of this, they break the trend of the customer taking control of their buying journeys and instead customers may involve The Relationship Builder earlier and more directly. Relationship Builders used to be able to be effective in all types of sales, however due to easing access to information are presently most successful for complex purchases. These types of distributors add value to the supplier by having existing relationships with potential customers and add value to the customers by being a trusted source of information to aid them in their purchasing decisions.
  4. The Decision Engine. The Decision Engine provides a superior customer experience which makes the buying journey easier and more fulfilling for their customers. Their success is based on their ability to claim ownership of as much of the customers’ buying journeys as possible. They are adapting to a declining ability for salespeople to influence customers by providing the platform on which customers make their own decisions. The Decision Engine provides value to customers by enabling them to make purchasing decisions more quickly and easily, and provides value to suppliers by drawing in potential buyers.

Note that these business models are mutually exclusive. The price competitor generally does not have sufficient resources to take on any of the additional duties required by the other business models. The exclusive rep cannot be a decision engine due to lack of choice within each product category. The decision engine and the relationship builder have conflicting approaches to serving the needs of the customers’ buying journeys. The relationship builder will have a difficult time being seen as a trusted advisor if they are only promoting a single type of solution for each customer need, and therefore cannot reliably be an exclusive rep.

Lacking the ability to meaningfully differentiate aside from by their product offerings (and only the exclusive rep can reliably secure a differentiated product line), distributors must pick one of these business models and execute it better than the competition. That is the only mechanism to ensure success. Even then, the changing nature of scientists’ buying journeys puts business models themselves at risk.

"Finding and elaborating the right strategy is often difficult, but it is a process equal in importance to execution. If you are looking for a strategy which will allow your life science company to thrive, contact BioBM. Our existing knowledge – a laser-focused knowledge of the life science market – gives us a better understanding of the territory through which you must navigate. While every company’s journey will be different, having BioBM as your guide will provide you with the tools and knowledge to maximize your chances of success.

Ready to start your journey to success? Let us guide you."

The Four Key Types of Content

There are a lot of reasons why content can fail to fulfill its objectives. When content fails, it usually just feels like “stuff” – things that are churned out more for the sake of having content than to serve a specific purpose. The most common reason for failure is lack of a coherent content strategy. Even when a strategy exists, however, content often fails because its role in the customer decision journey isn’t clear. In order for content to be maximally effective, it’s critical to understand the decision journey, the four main types of content, and what role each type of content needs to have within the decision journey.

The Four Types of Content

All content can be binned in one (or more) of four general categories:

  1. Educational Content. Educational content provides helpful information to the audience. It is strictly customer-centric. It can build brand value and awareness by helping customers build useful knowledge and solve problems. It is best aligned to early stages of the buying journey when the need is nascent and the customer may not even be aware of their need. Educational content often is used to make the customer aware that a need exists. For instance, a brochure highlighting problems with an industry-standard method would be educational content.
  2. Validational Content. Validational content serves to verify a belief that the customers hold or a claim that the brand is making. Exceptional validational content does so while still maintaining the customer as the core focus, but all validational content also has a strong focus on the brand or its offering(s). This is most useful when the customers have an established need and you want to guide them towards your solution. For instance, a performance comparison of multiple offerings from different vendors would be considered validational content.
  3. Promotional Content. Promotional content is used to prompt customers who are ready or nearly ready to make a decision into action. It is the most solution-centric type of content, and it often doesn’t look or feel like content as many content marketers would think of it. For instance, an email offering a discount would be promotional content. Most ads we see on TV are promotional content.
  4. Emotional Content. Unlike all the other forms of content, emotional content doesn’t seek to influence the customers’ perceptions of need, but rather seeks to connect with customers on a less tangible, emotional level, although it doesn’t need to be overtly emotional per se. Emotional content is used outside of the context of a purchase to influence customers’ brand preferences, and therefore position your brand to have an advantage in customers’ future buying journeys.

Content doesn’t need to fall into only one of these categories. For instance, validational content is often used in conjunction with promotional content in order to both prove a point and attempt to prompt a purchase. A hybrid of emotional and promotional content may be used to try to induce an impulse buy. Educational content is often used with emotional content to position a brand as a thought leader. Just about any type of content can be used with any other. You could even have all four in one.

Mapping Content Types to the Buying Journey

A fairly simple buying journey model would be one that starts at the consideration of a need, continues through the evaluation of a number of options to fill the need, ends in a purchase, then continues to a post-purchase period where the solution is experienced, affinity with the brand (or against the brand) is formed, and advocacy (or antagonism) may take place. The cycle then begins again at some point when a further need is realized. (For a more detailed discussion of customer journeys, I recommend reading “Competing on Customer Journeys” in HBR.)

In this model, educational content would span from before consideration, where it may be used to catalyze realization of a need, through the early evaluation phase, where it helps shape the customer’s understanding and perception of the need and influences the criteria by which potential solutions will be evaluated. Validational content should be deployed from the late consideration phase through the evaluation phase in order to reinforce the brand’s proposed solution. Promotional content should be leveraged late in the evaluation phase up to the point of purchase in order to induce the customer to initiate a purchase.

Emotional content, unlike all the other types of content, is not reliant on a place within a buying journey and does not seek to directly influence customers’ purchasing behavior. Instead, it exists to shape the customers’ perceptions of the brand, thereby putting the brand at an advantage due to conscious or subconscious preferences / biases in the brand’s favor. It can be deployed at any time.

A basic buying journey with the four types of content mapped to it.

Content requires many things to be successful. It needs to be differentiated and segmented. It needs to be organized and customer-centric. It needs to avoid falling into a pit of skepticism. The most fundamental of requirements when creating content, however, is the need to serve a specific purpose that aligns with specific goals for influencing customers’ purchasing behavior.

To be even more effective in your content marketing, keep an inventory of your content, and include in that inventory which of the four types of content each piece falls into and which stage of the buying journey it attempts to influence. That will help reveal holes in your content marketing program and allow you to spend your efforts on the areas of greatest need that will provide the largest returns.

"88% of B2B companies utilize content marketing, but only 30% believe their content marketing program to be effective. We certainly understand that content marketing is a challenging and resource-intensive endeavor. That’s all the more reason to ensure your money and efforts are well spent.

BioBM has pioneered the next-generation of content marketing strategies in the life sciences, and our leading marketing thinking has been published by the American Marketing Association, Content Marketing Institute, and other prestigious associations. We don’t stop at “best practices,” and we go beyond simple content. We proactively identify new, unique ways of creating value for your audience then design superior customer experiences around those value opportunities. Provide meaningful value to your customers, and they’ll provide value to you. It’s a virtuous cycle. Start yours."