Hear a Buzzword? Demand a Definition

Content marketing. Native advertising. Engagement.

These, my friends, are the buzzwords du jour. And there seem to be as many definitions OF them as there are letters IN them. Every publisher, every social network defines them in the context of their offer, their platform — what they are able to deliver to the advertiser.

Susan Getgood raises an important point today on her Marketing Roadmaps blog when she calls attention to the multitude of conflicting definitions for terms like content marketing and native advertising.

Though she hasn’t yet narrowed them down to my satisfaction, that’s all right. The real value lies in being reminded that we should always demand a definition when a colleague advises us to do more in content marketing or to take on native advertising. More often that not, these vogue words mask either fuzzy thinking or unethical intentions–or sometimes both.

So the next time someone uses the term in conversation with you, don’t let it pass unremarked. Ask for a definition. If it puts an end to the conversation, that’s probably for the best.

Lewis DVorkin: Content Marketing or Advertorial?

Photo of Lewis Dvorkin

Is Lewis DVorkin a visionary or a sell-out? I can never quite make up my mind. That’s never more true than when he writes about content marketing, as he did last Monday.

As Chief Product Officer for Forbes Media he’s done some impressive things to advance the publication’s online and social-media presence, and his “Copy Box” column is essential new-media reading. But whenever he explains AdVoice, the Forbes approach to mixing editorial contributions from advertisers with more traditional editorial, I start feeling queasy.

DVorkin describes AdVoice as an outlet for content marketing, which he defines as “brands using the tools of digital media and social sharing to behave like original-content publishers.” As he goes on to say, the “idea that a company—as a brand and marketer—can be an expert content creator and reach an audience by disintermediating reporters is confusing, threatening and scary to an entire profession that had its way for a century.”

True enough. But content marketing itself doesn’t worry me. As long-time readers of this blog know, I generally like the idea of content marketing.

Where I get uneasy with content marketing, though, is when it starts to look more like advertising.

I think of content marketing as owned media rather than paid media, as published by the originating brand itself, that is, rather than by and under another brand. So when DVorkin talks about integrating his advertisers’ content-marketing efforts into the Forbes brand, I worry that he’s really talking about advertorial.

His first line of defense against that charge is full disclosure. AdVoice, he says, is “a fully transparent way for marketers to publish and curate content on Forbes.com and in our magazine.”

But is transparency an adequate defense? When a publication buys content (from staff writers or contributors), that clearly counts as editorial. But when the publication is paid to publish it (by advertisers), is it still editorial?

For a traditional publisher, the answer would be no. In buying content, a publication is essentially saying that it is good, that it will serve the readers well. When the publication is paid to publish it, though, all bets are off. Good or bad, it doesn’t matter: it’s an ad, not editorial.

But, radically, DVorkin argues against such differentiation between an advertiser’s content and, say, Forbes’s own editorial: “content is content, and transparency makes it possible for many different credible sources to provide useful information.” To a traditionalist, that sounds plain wrong, if not evil.

But of course Forbes is in DVorkin’s view anything but a traditional publication. It is, rather, “a brand-building platform for journalists and expert voices.” In his model, the publisher does not differentiate and ordain content, but simply hosts it without prejudice:

For FORBES, everything we do cascades from a belief that there are five vital constituencies in the media business, each with a different agenda. FORBES certainly has a voice. So does the journalist, the consumer, the social community and the marketer. . . . AdVoice is organic to our experience, not an add on. Our marketing partners use the same tools to post and engage with readers that I do. AdVoice content appears on our home page; it breaks into the Most Popular module when rising page views push it there; it appears dynamically in our real-time stream and channel streams.

In other words, the publisher is no longer a gatekeeper for content, but just one of several equally privileged voices. The publisher’s role now is to provide and share a common platform for community voices.

I’m old enough to find this vision troublesome, and radical enough to see its potential. So I guess I still can’t answer my opening question. What do you think?

Paul Conley: Has the Content Marketing Dream Become a Nightmare?

Paul Conley

Paul Conley

In the trade magazine business, not generally known for early adoption of new-media developments, Paul Conley is something of an anomaly. He is, as he puts it, “hypersensitive to how new technology opens up opportunities in old worlds.” He was among the first in the trade press to recognize the significance of social media. And though he is now beginning to question its potential, he was an early advocate for content marketing as a promising new career path for journalists.

As early as 1996, not long after the birth of the World Wide Web, he founded a business-to-business internet news service. Though that effort failed, it provided the foundation for a subsequent career in new media, beginning with CNN’s web unit, CNNfn, and then key roles with Primedia, Bloomberg, and About.com. Conley is best known, however, for his subsequent work, starting in 2004, as a consultant and blogger. Throughout the last decade, his blog was required reading for anyone concerned about the future of trade publishing, and has made him, as he puts it, “weirdly famous in some cool media niches.”

In 2008, Conley’s focus began to shift from traditional trade journalism to content marketing, which at one point he described as “the most exciting part of the B2B world today.” By last year, he said, his working life was “consumed” by content marketing.

In a recent interview, however, Conley told me that he has begun to worry about the viability of content marketing. While “the biggest opportunities in B2B media are clearly in content marketing,” challenges to its potential as a new outlet for journalism are growing rapidly:

Much of my business in the past few years has involved helping non-publishers enter content marketing. And my experience has been that the overwhelming majority of these companies don’t have a culture that is open to journalism. These companies don’t have the stomach for news and the confrontations it can promote. They panic when someone complains. They’re afraid of controversy.

Journalists by the hundreds—both newcomers and legacy—are being recruited for these jobs. But once they get there, they find that their skills and their mindset are not appreciated.

Though he once hoped that content marketing “could be a new form of journalism,” and that it would both employ journalists and serve readers well, he’s less sanguine now. With a few exceptions, such as CMO.com, he says, “content marketing has turned out to be nothing more than a slightly cooler, slightly hipper form of marcomm and advertising.”

It doesn’t help, Conley adds, that traditional publishers are also entering into content marketing.

What they’re selling in the market is the ability to co-opt their journalists! Legacy publishers are telling advertisers that journalists will create content marketing for them. And the journalists who balk at this find themselves facing an enormous amount of hostility from their bosses.

This situation is rapidly turning into a nightmare in B2B. Marketers claim to be journalists. Journalists are hired as marketers. Publishers sell the use of their editorial staff to the same companies that buy advertising. Readers can’t tell if they reading editorial content or vendor content or vendor content that’s written by editors and then published by a magazine brand or editorial content written by editors but published by vendors or vendor content written by vendors but edited by editors and then published by a magazine brand as a column. There are some verticals in B2B now that are completely polluted by this crap.

Conley does not seem to have given up all hope for content marketing as a robust alternative to traditional journalism. But, he says, “finding a way to navigate this new world will be the biggest challenge for B2B journalists and readers for the foreseeable future.”


Paul Conley is one of eight new-media thought leaders profiled in the forthcoming e-book, the New-Media Survival Guide. More of my interview with him, in which he describes the ethical challenges facing B2B publishing, will be has been published soon on the ASBPE National Blog.

“Content Is Power”: Q & A with Mark W. Schaefer

Mark W. Schaefer

Mark W. Schaefer

A couple of years ago when I started B2B Memes it was my plan to focus exclusively on trade publishing. But as I looked around the blogosphere/Twitterverse, it didn’t take long to realize that the most enthusiastic and informed discussions about B2B communications involved not publishing, but marketing.

For me, a journalist, this came as a jolt.

In more than 20 years as a B2B editor, I worked frequently with both public relations and marketing people. Though I liked and respected most of them, the alliance was always uneasy. Our goals were fundamentally different. To put it hyperbolically, I was looking for truth, they were looking for sales.

As I familiarized myself with B2B marketing blogs, though, I realized that while these goals may never fully align, in the social-media era they are coming closer together. For me, no one better epitomizes this trend than Mark Schaefer.

The reasons why might not be immediately obvious. Though he majored in journalism in college, he has built his career around marketing, and that remains his focus. But on Twitter and his blog he ranges far more widely than what we usually think of as marketing.

Even when he wasn’t yet the expert on social media that he is now (see his excellent primer, The Tao of Twitter, for example), his dispassionate looks at new-media platorms and personalities were both entertaining and informative. He sees his subjects with a wonderfully journalistic eye.

I don’t buy everything he says—such as his position on ghost-written blogs—but I always admire the way he argues his case and the respectful and constructive way he engages those who disagree with him. Journalists and marketers alike have much to learn from him.

For that reason, I’m including a profile of him my forthcoming ebook, the New-Media Survival Guide: For Journalists and Other Print-Era Refugees.  In preparing the profile, I recently conducted the following email interview with him. I offer it here with his permission.

What’s the most important message you have for people regarding social media?

Use your head. For a company, it should not be about “the conversation” or the hype. At the end of the day, it’s about the money, about creating shareholder value, as all marketing and customer efforts should be. Don’t act on an emotion of fear of being left behind. Learn enough about this new channel to ask the hard questions and integrate with your strategy as appropriate. Of course there are many uses and strategies for the social web, but at least with the businesses I work with, that is the biggest piece of advice I can give them.

What was the key pivot point, the moment of revelation for you, in your understanding of social media?

I was trying to figure out Twitter several years ago and noticed a trending topic of “new name for swine flu.” When I clicked, I saw a stream of hilarious ideas from around the world like “hamthrax and “the aporkalypse.” It was funny, but I also realized I was witnessing a real-time, global brain-storming session. Wow. That could not have happened just a few years ago. Think of the implications!

What’s the key issue motivating you now, the thing you most want to do or change?

I am in a fortunate position where I have had a foot in both marketing worlds, traditional and digital. Through my classes (I teach at Rutgers) and speeches, I help people connect the dots and that is very rewarding.

You were a journalism major. After graduation, did you go into journalism first, or directly into marketing? Why did you end up in marketing?

Journalism is my first love but I was increasingly interested in business. So I got into PR for awhile and then migrated to sales and then marketing. Marketing is the front line of value-creation. I love that!

In the minds of most people, journalism and marketing were once diametrically opposed. Has that changed in the social media era?

That is a complicated question, and an excellent one! Ultimately, journalism is the quest for truth. Marketing is the quest for “my truth” or a product’s “truth” that will resonate with consumers. For both areas, content is power on the social web and to the extent we can create it and move it virally through a network, we will be successful. So both fields are absolutely in the content creation business these days. Although the goals are still not the same, I think they are getting closer because for a brand to have integrity and be successful, it can’t be spinning the truth around any more. There are a million watchdogs out there now and they can all expose you. The deer have guns.

I was working with some marketers for a hotel chain and we were discussing negative hotel reviews they had received on a consumer website. “We don’t mind them,” they told me. “It makes us more real.” Interesting. Truth as a marketing strategy.

What do you think of the prospects for young journalists today? Will new media lead to brighter or bleaker career options?

I often speak at universities and journalism schools and I am struck that almost everywhere, enrollment is up!

Where are these folks getting jobs? New media. The hunger for content is nearly insatiable. I couldn’t have known it at the time, but my journalism education was the best possible preparation for new-media marketing.

I’m relieved to say that my questions were intelligent enough to prompt some further thoughts from Mark. You can find them—and much else of value—on his blog, {grow}.

Social Media and the Clash of Brands

MUD day 10:

On his new blog today, UK journalist Tony Hallett considered a question raised indirectly by my Tuesday post on destination versus identity. His concern was with personal identity versus publication identity, or, if you prefer, personal versus corporate branding.

In traditional print or broadcast media, the corporate brand controls the personal brand—except in a few rare cases, writers are expected to adapt their voice to that of their venue, and publication editors make sure that happens. But as he noted, social media largely defies such control. Like it or not, social media tends to emphasize personal identity and to amplify personal voice.

This is a tricky issue for media organizations. On the one hand, they want to encourage the individual voices of their contributors. On the other, they don’t want to be eclipsed by them. It’s still true, as Hallett put it, that the corporate brand has the final say. But as traditional forms of media morph increasingly into new, more social forms, this may change. In chats, live blogging, and other types of instant publishing, there is no active editorial control, no formal restraint on the personal voice.

The conflict might be even more problematic for content marketers than for independent publishers. Traditional publishing brands have always been perceived, to a degree, as the sum of their individual voices. That’s not the case, I think, for most product and service brands. To control the corporate brand message, must the individual voice be restrained?

In any event, as the atomization of media proceeds, the individual voice will get louder. Media venues may become something more like an ever-shifting alliance of individuals than a stable and unitary identity. The tribe, perhaps, will supplant the brand.