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America’s division headquartered in New York, NY, USA

Services Provided

  • Content marketing audit 
  • Online customer experience Map by persona
  • Identification of content opportunities 
  • Strategic content marketing structure for future content planning


As with most financial services marketing departments, Natixis Global Asset Management (NAGM) was creating hundreds (perhaps thousands) of individual content executions each year, in many formats. But the hamster wheel of content had the team and resources worn thin, and there was a recurring question asking for a compelling business case to continue the inflated content creation practice. 

Even at scale, the creation of content is not inexpensive, it’s just differently expensive. Opportunity costs are significant, in addition to the tangible costs of personnel, software, and third-party resources.

Resoundingly, the marketing team was asking over and over again: Is this content the right content? For the right audiences? At the right time? 

When questions are not sufficiently answered for these key audiences, it creates uncertainty and dissonance about the products or services offerings. We set out to answer these questions and solidify the content creation strategy and structure to ensure that no time, resources, or potential client interaction was wasted again.


Similar to many financial organizations the NAGM sales team had been at the center of the client relationship, providing information to prospects whenever and however it was needed. However, customers often prefer self-serve information. In fact, Sirius Decisions research shows that 67% of the B2B buyers’ journey takes place online, and that most prospective customers do not want to interact via telephone or face-to-face until they are deep in the consideration funnel.

In many ways, NGAM was already providing self-service to potential customers as the marketing and product teams were creating many content executions, in multiple modalities, both online and offline.

While NGAM was far ahead of many other companies in its commitment to content, the next step was to optimize that effort for maximum results. 


While NGAM was already creating significant content, they needed to know that content was of maximum value. They had no strategic way to measure the ultimate effectiveness of content and the resources needed to create it. We sought out to answer the following questions:

  • Does the content being made every day by NGAM yield customer behavior that justifies the resources allocated to its creation?
  • Are there content types that are disproportionately effective?
  • Is content moving prospects through the consideration funnel in a controlled, sequential fashion?
  • Is the content useful enough to break through clutter and gain audience attention? (is the content have Youtility)?
  • Are there gaps in the content chain, where customers may have questions or obstacles to purchase that are not presently addressed by NGAM?


C&C worked with NGAM to identify an initial sampling of 50 pieces of content that represent common archetypes and objectives, and that fall into the category of “content marketing” more so than evergreen, static web content, or regulatory business communication. 

Using four custom analytical prisms, each content piece was scored and changes were recommended. The prisms included:

  1. Funnel stage. Is the content optimized for where prospects are likely to encounter it, within their lifecycle journey?
  2. Usefulness. Does the content pass the Youtility test? Is it so useful, people would pay for it, if necessary? How can the content be modified to increase relevance and value?
  3. Call-to-action. Does the content give the prospect clear instructions for next steps? Does the content naturally lead the prospect through the consideration funnel?
  4. Format and execution. Is the content created in the best possible way? Are there tactical or creative adjustments that can be made so that the content is more resonant and relevant? Could the content be crafted in new formats, or in multiple formats?

Additionally, C&C mapped each piece of content on a comparison chart to show visual representation of three scales:

  • Is the content vital, or non-vital to the lifecycle?
  • Does the content require high or low effort to create?
  • Is the content likely to create significant impact or low impact among prospects that consume it?


  • Created a visual map of content opportunities to use with internal stakeholders, helping  tell the story of content needs and narrow the focus on effective content execution.  
  • Drastically reduced random acts of content and content creation time by adhering to strategic content marketing structure.
  • Established the baseline for measuring effectiveness of content and evaluation criteria for new content.
Texas Exes – Alumni Association for The University of Texas
Austin, Texas USA
Services Provided
Like many alumni organizations across the country, Texas Exes saw declining engagement, challenges with hitting giving goals, and in general, had a harder time getting the attention from their target audiences. It was a good time to re-connect and re-assess alumni sentiment and needs.
Although the Texas Exes had a strong organization and following, they still faced significant challenges:
  • Generally speaking, the University of Texas at Austin has a very decentralized culture, which pervades every related organization and department.
  • Texas Exes wanted to make sure that teams used to operating independently didn’t just see this research as something for the marketing team to use in crafting giving pitches, but data that could inform and guide every area, from student outreach, to events, to fundraising and beyond.
Convince and Convert started by implementing an attitudinal survey that asked alumni how they felt about the association generally, events and benefits, as well as their feelings about their time at the University of Texas at Austin. Convince & Convert then performed a thorough analysis, developed personas, recommended strategies, and content ideas that would support the needs and desires of the alumni. One of the key findings was that the alumni’s main unmet desire was more professional interaction, including networking, mentoring and job opportunities. When COVID hit, it became clear that they had a significant opportunity not to just move events online but do so in a strategic and intentional way. Texas Exes had been in conversation with Graduway, a platform that provides a private social network with robust features, for more than a year. In six weeks, Convince & Convert helped the Texas Exes accelerate this concept, finalize their contract, and plan a launch strategy. In addition, Convince & Convert helped organize conversations beyond just Texas Exes alumni needs to include Career Services, Athletics, and a number of colleges within the university to ensure they all had some ownership in how their corner of the platform would come together.
Convince & Convert crafted plans for each of their service areas to evolve to better match the needs uncovered in the survey. Texas Exes was proud to have the most successful higher ed launch Graduway has ever experienced and are using the insights gathered from this active and engaged group to develop and refine future plans for the organization and the university. Reached 8,000+ users in four months after virtual networking space rollout.

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