Why Your Business Must Have a Documented Content Strategy

Why Your Business Must Have a Documented Content Strategy

Robert Rose, Chief Troublemaker at The Content Advisory, joins the Content Experience Show to discuss why you need a documented content strategy.

In This Episode:

Robert Rose

Content Marketing Institute

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Full Episode Details

Stay On Track

Content marketing is not a sprint. It is more akin to a long distance relay, where careful planning and teamwork are critical to reaching the goal. This is why it is extremely important that your business has a documented content strategy.

As your goals become greater and more hands are required to create your content, you still need to maintain a consistent voice and brand image to build trust with your growing audience. A documented content strategy gives everyone on the team a reference point and keeps things moving down the right track.

Of course, it is always better to start with a documented content strategy. But even if you are a mature business with years of success, it can only benefit your brand to take the time to create one now!

In This Episode

  • Why a documented content strategy is crucial.
  • Why content marketing is a long-term investment.
  • How to determine whether or not various marketing efforts should continue.
  • Why the content experience should come before format in the content strategy.
  • How Netflix and YouTube have affected the world of video content.

Quotes From This Episode

“Content marketing is not going to provide contribution to the business immediately.” — @Robert_Rose

Facebook, LinkedIn, and Twitter are the ABC, CBS, and NBC of our time. Click To Tweet

Resources

Content Experience Lightning Round

What kind of food do you usually bring to a Super Bowl party?

Rober is a huge fan of Mexican food, so he usually brings a nice spread of tequila, guacamole, and tacos!

What was your favorite Super Bowl commercial this year?

Robert loved the Budweiser commercial featuring a Bob Dylan song!

See you next week!

What Great Brands Do That Good Brands Don't in Content Marketing

Okay content is easy. Killer content is hard. This nifty eBook shows you the difference, based on our real-world work with dozens of brands. A must-read!

Episode Transcript

Anna Hrach: Hey everybody, welcome to the Content Experiential podcast. This is Anna Hrach from Convince & Convert and I am joined by the always amazing Randy Frisch from Uberflip. Today we have an amazing guest. I know we say that a lot, but we actually have the Robert Rose on. I'm sure many of you have seen him speak at Content Marketing World every year. He's an author, podcaster, speaker. I mean he's done it all within the entire content marketing space so you know him. But Randy and I got to pick his brain on a few things today and we got to talk about a lot of cool stuff.Randy, you kicked it off with like the big question about strategy. You dove right in. Randy Frisch: Yeah, what I love about Robert is we can have real conversations with him. I mean, you know, any time I'm at an event with Robert, Robert's behind Content Marketing World in a big way, behind Content Tech Now which we talk a little bit about, him and I will just have fun debates, right? Like, and it's not like those safe debates where it's one of those panels and everyone's like, "Oh I agree and I agree with you. And oh-" Anna Hrach: Right. Randy Frisch: It's just like we'll really take a side and sometimes not the same side and just talk it through. So as a warning, I feel like this podcast is longer than most of them that we do, but I personally, it was not cutting Robert short, right. Anna Hrach: No. Randy Frisch: It's just kind of like- Anna Hrach: Yeah. There's some good- Randy Frisch: If you've got the president on, I mean typically if you have the president on you just let them go, right? Anna Hrach: I don't know where to go from that necessarily. Randy Frisch: Yeah. I don't know either. Anna Hrach: That type of thing. But you know what we're going to- Randy Frisch: It's the Canadian in me. I can say that. Anna Hrach: I was just think of Justin Trudeau, so yeah. Randy Frisch: You don't have to comment because- Anna Hrach: Look, if we were interviewing Justin Trudeau I wouldn't cut him off. Let's put it that way. Randy Frisch: There you go. There you go. Probably for different reasons. That'd have to be a face-to-face, right? Anna Hrach: Yes. No, but yeah, this really was a great podcast and Robert drops a ton of gold, as usual, on this. I'm super jelly 'cause he gets to interview Henry Rollins. But that, again, is another podcast. So, Randy, let's hear about all the amazing things he had to say. I think you brought him in. So let's kick it off. Randy Frisch: Hey Robert, thank you so much for taking the time to be with us today. I feel like it was just a few weeks ago that you and I were chatting and we were talking about how content can be more strategic, right? Like getting out of the weeds of thinking of content as something that we just create and move on. But something that can be a strategic function in our org and I know that you preach about that all the time. Maybe for those who don't know you as well as I do, you can kind of say, where does that idea come from and what does that ... How does that fall into your every day? Like what is a day in your life preaching about strategic content look like? Robert Rose: Well, so first of all, thank you for having me. This is, this is totally fun. And, yes. Well where does it come from? It comes, I don't know, but maybe this is ... I don't know what this says about my days. But, I spend my days doing exactly this. So either that's a really sad thing or a really fun thing. But mostly it comes from the- Randy Frisch: I think it depends who you're talking to on that. Robert Rose: Oh, of course. Absolutely right. Yeah. We're either sadly, you know, Don Quixote like. You know, tilting at windmills, or we are, you know ... Or having a fun adventure trying to solve a very big problem for business. One of the two. You know, it does come from personal experience with working as many brands as we have. The challenge, the biggest challenge that we see these days in content marketing is not how to start something new. It's to fix something that's broken. You know, the last 10 years really have encouraged businesses to create content for marketing purposes. And when we say content, we mean editorial, thought leadership, great experiences. As you have come to call them in your wonderful book. These experiences themselves are often, in many businesses, disjointed. The content professionals in business, what we see is so often are quite frankly a team that is expected to be an on demand vending machine of content. They have content requested from sales and from the C-suite and from demand generation teams and from customer service teams and from all these different parts of the business. They just sort of ad hoc, throw content against the wall. The challenge now is that they can't scale it and it's broken and they can't measure it and they can't really understand how they're delivering value so they can't measure it. And the fix for all of that in this really kind of ironic way is to sort of look at getting rid of all of that and figuring out how to make content a much more forward leaning, a strategic function in the business that leads with editorial and these experiences and then supports the rest of the business through supplying assets as needed. In other words, if we start with content, start with the experience, start with the measurement goals and start with how do we add value to the customer's life and make content a strategic operation, a model, if you will. Now all of a sudden adding a merchandising aspect of how we can add assets into the business becomes a very, you know, secondary important, but measurable effect. It's this, it's a very subtle but important distinction because moving out of that model, that paradigm of we're here to provide assets to the organization is a very classic we're going to provide brochures and ads and one sheets and collateral material to the business. Content is just different. It's just if we are not thinking first about the experience, we're ultimately not going to be able to scale it, not going to be able to measure it and ultimately not succeed as much as we might. Randy Frisch: So, I love that whole opening comment. I feel like you've teed up the next hour that we're going to spend together better than either of Anna and I could have. Now, I want to get into how do we do this though. Because it's one thing to say this, and I see what you're talking about it, right? In so many orgs, especially the larger ones, you end up with these pockets of content creators even works, right? It's not just one group- Robert Rose: That's right. Randy Frisch: Saying, "Okay, we're going to service whatever's thrown at us." It's like, you know, three different groups or 30 different groups depending on the size of the org or more who are now all of a sudden creating all these silos of content that don't connect with each other. So is it fair to say that part of this is, as you put it, making it a more strategic top of the organization. And I guess my question is who is that? Is the CMO or is this a CEO thing and you know, when you're out there in the road, what are you seeing in terms of some of the better companies you interact with? Robert Rose: It's shifting a bit. It used to be, and I'm ... I'll bet that this will resonate with you and sort of what you're seeing with your clients as well. It used to be, you know, even three, five years ago that this was a largely practitioner driven idea, right? Practitioners in the business that we're trying to solve a point solution. What do we say on social media? What did we say on our landing pages? What do we do about our blog? What do we do about creating all this content for the lead funnel? And the business kind of went, "Okay, yeah, we need to create content." And unfortunately built these pockets, as you called them, of content creators that are trying to supply assets to meet all those various needs. So where we see the shift really moving out is to two places. One is to say, how can we want the silo content and sort of create a more ... Whether it's a, you know ... And we have different models for this that we go through in our workshops and whatnot. But, you know, whether it's a separate content department, which is kind of a isolated and has the risk of becoming yet another silo, but a very focused editorial thought leadership content production team. Or, whether you've got a more integrated, what we might call a hybrid model of where content itself is a strategic function like accounting, or product development, or R&D. But kind of fits into the fabric of everybody else's job and really putting some organization to it and trying to figure out how to organize it in a much more forward leaning way. That does require usually the participation of the CMO or the VP or some level of executive sponsorship because, quite frankly, that change is a business change and it really is changing the way the org is structured, the way that people do their jobs, removal of the competition for content and assets and how they're getting used in a much more strategic approach to technology. So, we're seeing a shift now where yeah, the CMO now is paying a lot more attention to this. Anna Hrach: And that's really promising though. The one that I think I love especially that you're saying is that the whole organization has to be involved from, you know, the CMO all the way down to the people who are actually creating the content. It has to be this, everybody has to be on the same page and I haven't jumped in much until yet, but the whole thing that I keep screaming internally in my head is documented content strategy, documented content strategy, documented content strategy. Because I think, you know, this is one thing that I'm still seeing is missing and really the key to exactly what you're talking about, which is all of these disconnected silos and you know, thinking about it in terms of just fulfilling an asset in the moment of what's needed rather than thinking strategically. And not to beat a dead horse, but it seems like this is something that is still really missing within the community. Robert Rose: Oh, my gosh. Yes. I mean that's the biggest ... When we do our research every year this the biggest gap, right? Where we see those that are succeeding versus those that are flailing at this a documented strategy, which when we get ... I mean, when we peel that back, it's like, okay, really? I mean, is it in a Microsoft Word file and we've actually printed it? No, it just means that it's real. Anna Hrach: Right. Robert Rose: It's actually something that people can point to and say, this is what we have signed up to do as a strategic function in our business. Basically, the businesses has made it real for them. It has become a strategic function where we have measurable goals. We have roles, responsibilities, people are getting paid to do this. It is a leading function, you know, in our marketing strategy and marketing mix rather than sort of just everybody's job and nobody's strategy. Anna Hrach: Yeah. It's insane. Just even reiterating what you were saying about the annual report that comes out, the benchmarks and budgets report. Every year I'm so shocked that, that number just doesn't seem to budge. It moves up and down slightly on who has a documented content strategy. but it is still ... It is the cornerstone for success. And again, not to beat a dead horse, but, you know, I think even in terms of the different silos that have different numbers that they're held accountable to are different goals and objectives. It's like this document has to be bigger than all of us. And it's really what is the guiding path for everybody. Robert Rose: It's a fear thing, right? Anna Hrach: Yep. Robert Rose: This is a new muscle for most businesses. So many businesses sort of swung the pendulum, you know, over the last 18 years as it'll raise head. So many businesses swung the marketing pendulum to being sales driven. And so there is a short term-ism that is alive and well in so many businesses, which is how do we solve something tomorrow? How do we actually get a result today, this week, this month? And when you bring content into that mix it's not going to solve that problem. You've got to make a business case for saying what part of our portfolio in our integrated marketing mix is content going to play because it is a long-term value investment. It is, you know, the Warren Buffet of investing, right? This is a longterm thing that is going to have to play an important role over time. It's not, you know, I've got CFOs and CMOs coming to me saying, "We want to do content marketing and tell me how I can show this and provide a result in the next month." And my answer is, "Well, the way you start is by not. The content marketing is not going to solve that issue. Go do a paid media campaign, go figure something else out." Because content marketing, it's not that you can't measure it immediately, it's that it's not going to provide contribution to the business immediately. Anna Hrach: Nice. I love it. Yes. And I want to dig much more into that because I think we're getting into a really good spot here about exactly what the role is of content marketing and how we've kind of mislabeled it. Or, misaligned it with our goals and objectives. But before we do, we're going to take a super quick break so everybody stick around. We're just going to hear from our sponsors were real quick and then we are going to be back with Robert Rose. Jay Baer: Hi friends. This is Jay Baer from Convince & Convert reminding you that this show, the Conex Show podcast, is brought to you by Uberflip, the number one it content experience platform. Do you ever wonder how content experience affects your marketing results? Well you can find out in the first ever content experience report where Uberflip uncovers eight data science backed insights to boost your content engagement and your conversions. It's a killer report and you do not want to miss it. Get your free copy right now at uberflip.com/conexshowreport. That's uberflip.com/conexshowreport. The show is also brought to you by our team at Convince & Convert Consulting. If you've got a terrific a content marketing program but you want to take it to the very next level we can help. Convince & Convert works with the worlds most iconic brands to increase the effectiveness of their content marketing, social media marketing, digital marketing, and word of mouth marketing. Find us@convinceandconvert.com Randy Frisch: All right Robert, so I feel like we we're tip-toeing on this idea that if we don't fix content marketing from a more strategic lens and it's going to a very scary dark place. Right. And, you know, sometimes, I've said this maybe to both of you before, I worried that, that's kind of what's happened with social in some organizations. That, you know, I'm going to get in trouble with someone by saying this, whether it's Jay Baer or whether it's the social person on my own team was extremely valuable. But, you know, sometimes it's as though we haven't figured out how to make that channel work and it's got a bad view from some of the other people in the organization, even though I know the value it has tasks from a distribution perspective. Do you worry about the same with content Robert? Like do you think we're ... Do you think if we don't change the way we approach content that we could see the same outcomes? Robert Rose: I couldn't agree with you more. Here's the .. You know, I don't know whether you want to call it the dirty secret or the, you know, un-peeling the band aid to see the scar, whatever the belabored metaphor might be. But the challenge that I see so often is a conflation of channel and content. And we have classically been trained as marketers to think the format first really, and then the content. In other words, we always start ... We have historically started by saying I need a social post. I need a white paper, I need a blog post, I need an ad campaign, I need an email. And then we go, great, now we have a format. What kind of content should we pour into it? And of course, the real value these days is to reverse that thinking and say, what's the story? What's the experience we want to create and then figure out all of the channels that it should be appropriate for. The challenge I see with social right now is that, you know, despite what we may still be grasping onto it has shifted into broadcast media. Facebook, LinkedIn and Twitter are the ABC, CBS and NBC of our time. They are broadcast media on which we pay to put messages in front of audiences. Sometimes we get a little bit of shareability. As a promotion channel as a targeted promotional effort social media is fantastic. It's wonderful. It's a wonderful paid media that can help us promote things that we want to pull people into other experiences. As an experience itself I think it's going into a very weird, like you said, dark place and if we don't figure out a content strategy first the same can apply to blogs. The same might apply to landing pages, and the same might apply to digital hubs and to mobile experiences. And all of this sort of different experiences we're creating is if we don't recognize how they're shifting and changing and our consumers are using them, it's ... So it has to start with what experiences are we trying to create for customers? Then where do we want to go create those experiences. Randy Frisch: Yeah. I think that's really well played. It's really interesting too, right? I remember when the whole thing was to create engagement on the social channel, right? Like that's where we wanted people to bit- Robert Rose: Right. Randy Frisch: And we would build these unique experiences there. I remember when like everyone was building Facebook apps, right? Robert Rose: Right. Well they were saying you could replace your website with the Facebook page, right? That was an actual strategy. That was and actual proposed strategy. Randy Frisch: But the problem, and I'll give yourself and Joe a lot of credit, because I was used the definition that existed in Content Marketing Institute of content marketing was this idea of owned content. Right? The challenge with all these experiences we're talking about like Facebook, LinkedIn is we don't own that, right. I think that's where a lot of us struggled to figure out and I know as a result that we do there now as we ... The meat is really the link out, right? It's the link back. But the next challenge is how do we make sure as you put it, that the experiences that we're linking people to on our own properties are rich, are engaging, etc. Otherwise we're just going to try and link them somewhere fucking else so we don't own again. Right? It's just going to be this vicious circle. Robert Rose: It's such a great point. For us that the idea of owning a channel, you know ... This is the ... It gets to sort of the same thing that I've been saying in workshops and advisory sessions, which is the content itself is kind of valueless. I don't really care about the content that much if I'm a business. What I care about is the relationship that it helps me develop with my consumers. So the relationship that I can have consumers, I have two choices. One is I can depend upon a third party to help me develop that and maintain that relationship. And I can depend upon that third party to say, this is when you can, and this is when you can't send out your message or have a relationship with your consumer. Or I can develop an experience and through the acquisition of data and through the acquisition and an engagement with that audience develop and maintain that relationship on my choosing, that's just more valuable. There's just no debate about that. That is more valuable if I get to choose, as the business, when I get to address my audiences. So it may be smaller in nature and you know, and I may use the broadcast audience to pull those people into my sphere of influence. But it's just more valuable. And you can see this happening at the tectonic level, right? Look at every acquisition that companies like Amazon, Apple, Microsoft, they're all making acquisitions that give them what? Direct access and relationship with audiences. You know, you look at an acquisition of Microsoft of GitHub. Microsoft didn't buy GitHub because it had this amazing software in it. Microsoft bought GitHub because it had direct access to audiences that are one of the most hardest to reach on the planet, which are of course computer software engineers. Access to audiences is the key to being able to influence them and ultimately sell more stuff that we have to sale. Anna Hrach: But even in addition to access one of the things, and Robert, I'd love your feedback on this. One of the things that I see is, you know, even with the brands that you just mentioned, right, with Amazon and Whole Foods, they're still providing things if their audiences want. So even in addition to access to audiences, it's really about providing experiences that audiences want as well. There's this funny thing that kind of happens that I've noticed with marketers when we go in and we start to market things, we think like marketers and we forget that we were ever at one point a consumer ourselves. So when we create these things, we don't stop and say, "Would I actually want this or would I actually find value in this?" A lot of times it seems like we don't even pass the sniff test on ourselves. Robert Rose: Oh yeah. Oh, are you suggesting that marketers do things that they wouldn't themselves do? Anna Hrach: 100% all day long, yes. Robert Rose: Exactly. Anna Hrach: I’m making that statement right now that I think if people were to go and put a mirror up to their own efforts and their own campaigns and say, would I actually want that? Most of the time the answer might be no. Robert Rose: There is gambling going on in the casino. I am shocked. I am shocked to hear such a thing. Anna Hrach: Right. Robert Rose: That's exactly right. I mean, and you know, the funny thing is that we even do it with our nose pinched, right? You know, so many businesses I know I'd go into where they're saying, "Yeah, we're doing this because sales wants us to, or the VP wants us to and we're going to hold our nose and do it." And it commands a certain level of budget. Simply because ... This is the classic example of this. And this still happens to this day, is where I'll go into a manufacturing or a CPG company, consumer package goods company, and they'll say, we have x amount of dollars still devoted to billboards. And you say, great, why billboards? And they say, because our main, just the CEO of our main distributor drives down this road every day to his work and if he doesn't see us actually advertising on this billboard, he'll think we're not marketing and thus were failing. So we are still doing these things even though we know for a fact that they're not productive. Anna Hrach: It's crazy just how, yeah, it sort of appeasing different audiences can get us into those situations. Robert Rose: That's right. Now there's something to that, right? You know, when the CEO says I want it blue, it's going to be blue, right? I mean if there's just no, I mean you don't argue with that. But there are certain things that we continue to do that we continue to ... You know, and this is especially true in larger organizations where there's this institutional momentum. One of my favorite things to do is to go in and have a meeting with the cross functional team, PR and social media marketing demand generation, the brand team and I say, "Today, I just want you to full stop. Like no more content, none. Zero, no more blog posts, no more social media posts, no more emails, no more white papers, no more website up. Nope, just full stop the presses on all content." Then I said, "Who would miss it? Who would call up and say, 'Hey, I really miss your Friday afternoon tweet. Hey, I'm really missed that email newsletter that you send out every Friday.' And if the only answer is our boss, we know we need to make a change and there's probably something we can stop doing instead of thinking of all of the things that we're doing to deliver "The Omni channel experience"." Randy Frisch: That's a great challenge driver. I like that. I think every marketer should go in and kind of do an audit based on that. So I've got a bit of a tangent and this is going to almost feel like I'm about to start another podcast. I was thinking back to one of your points earlier where you referred to some of these different channels that people have is the yeah, the modern day ABCs and NBCs and things like that. I was thinking about that over the last few minutes and I thought to myself, you know, I got an email the other day. I mean, I'm Canadian as a lot of our listeners know, I always talk about what I missed out on. You guys missed out on some good cereals we have, but you know, I miss out on some of your content sometimes. And you know, one of the things is you guys now have YouTube TV, right? Which I don't know what this thing is, but I've just started to learn about it cause we don't have it here yet. It's this idea that you can get regular channels on YouTube that, you know, typically you would have subscribed to. I guess like a Comcast or whoever down south of the border. I think that that's this like further blurring of the lines, like you said of where are we competing with it there and who's ... Where does a message actually going to exist because you know, now we can be on again, CBS, NBC, ABC amongst that, intermingled amongst that content. And what do you think that, that's going to mean for us as marketers when it comes to video content and when it comes to getting our message into this whole new world of YouTube? As much as we thought we figured that. Robert Rose: Yeah. Well look, as part of the overall integrated marketing mix I think you have opportunities across all of those areas to reach what I might broadly call broadcast audiences and that includes broadcast TV. It still includes to some extent print, radio and all of the variants that have come out of that. Including things like YouTube television and opportunities with Netflix and opportunities that, you know, basically reach audiences where they are. The question is then what do we do with them? And I think, you know, you bring up a really interesting, you know, and perhaps, yes, a topic of a different podcast, you know, conversation. Because what I see YouTube TV doing is basically following the path that Netflix laid, right? So let's not forget that Netflix started out as a DVD rental business then moved quickly into a streaming business, but was really streaming licensed content that they licensed from studios and television networks and all of that to bring in their audience. But what have they been doing over the last four or five years is they've really been diminishing all of their licensing deals and really been promoting what? All of their original content as a means of differentiating and decreasing the licensing costs. But of course increasing the margin that they're getting on every new subscriber that they get. So the real value now in Netflix is as an owned media channel that creates its own content. I think there's a ton to learn there for us as marketers because what that says to me is that there's value in building our audience and then having them subscribe to something that we create. Not something that we licensed from other people, but something that is our own original creation. And you can see that, you know, writ large on, you know, with brands like Lego of course, and brands like Red Bull and others that are sort of more forward leaning when it comes to creating not only their own original content but their own channels with which ... I just read about this wonderful microbrewery in Scotland, forgetting their name off the top of my head, BrewDog Breweries. They're starting an online network 24/7 to do things like, you know, learn about wine and learn about the best beer and learn how to brew beer and they're bringing in stars, speaking of Canadians, they're bringing in William Shatner to host his own show. So they're creating their own television network, as it were, online 24/7 that you pay for, by the way. You pay for four bucks a month to get access to this. So if you're a passionate alcohol connoisseur, wine, beer, et cetera, that's something you might want to subscribe to. They're looking at it like a product and an experience they can create for their customers. I think it's a great corollary that you bring up. Anna Hrach: Nice. That's awesome. It's sort of like we're coming full circle but in a kind of evolved way in a different medium. Speaking of Netflix, well one I'm going to check out that brewery 'cause that sounds amazing. But also speaking of Netflix, even their successes and failures have been really well documented. So I think it's fascinating to see how even they've evolved and they've had to switch their strategy and Dave had to kind of readjust as they go. So even though they've had been on this path and they've had this definitive, here are the next steps for us. They've had to kind of adjust as they went to. They haven't done- Robert Rose: Of course. Anna Hrach: They haven't had 75 stranger things. They've had lots of cancellations in between. And lots of philosophy. Robert Rose: That's right. Well, and the funny thing is, is that this is often a question I'll ask too in a workshop, which is, tell me what their successful shows are. Everybody goes, "Oh, of course this was Stranger Things and Narcos," and all these wonderful things. And you know, and I'll say, you know, House of Cards, all that. And I'll say, "Here's the real answer: You don't know you. You don't know because they don't share that data." They don't share what's popular or not. They cancel stuff, I'm sure, that is very popular where the costs just outpaced the net revenue that they were getting from new subscribers. Anna Hrach: Daredevil. Robert Rose: I'm sure they've also canceled things that are unpopular and that didn't work by creating their own first party data that they don't ... By the way, this is, you know, living here in Hollywood, this is getting Hollywood agents fits because normally you'd go in and re-negotiate Kevin ... Well, maybe not Kevin Spacey these days. But certainly, you know, you'd re-negotiate some stars contract, and you'd have Nielsen Ratings to point to and go, look, this is one of your most popular shows. Or you'd have box office to point to and go, this was an amazing hit. You need to pay this person. With Netflix they don't know. They don't know what the popularity is because Netflix just goes, "Nah, it's none of your business. We'll  pay what the market will pay." Anna Hrach: Nice. If only we could all be so lucky with how we create our content as well. Unfortunately- Robert Rose: Well, we can. This is our opportunity, right. By the way, for us in the states, I would argue this is our responsibility. You know, when we start looking at things like net neutrality and we start looking at things like the shrinking of the internet, the shrinking of the web to Facebook, Twitter, LinkedIn, YouTube, you know, Netflix, et cetera, where it is our responsibility to try and diversify that because the more diversified the web is, the more niche we create these audiences in different places. The more opportunities we have to find those audiences and persuade them to do the things we want them to do. Not to get all political or anything. Anna Hrach: No, I think it's great and honestly I could sit here and talk content with you all day. I'm sure Randy could as well, but I really feel like that solid gold that you just dropped is the perfect place to, unfortunately, wrap our conversation today. Robert, seriously, thank you so much for being on. This is fantastic. I loved digging into the nitty gritty with you and picking your brain about some things. You are going to be at several conferences coming up. Where can people go chat with you more about content? Robert Rose: Oh, you're so kind. Thank you for that. So, the website is contentadvisory.net, which my little corner of consulting advisory and the education stuff we do as part of the content marketing institute. Of course, yes, the conference that's coming up that we'll be at is a April 8th through 10th in San Diego. It's called Content Tech. Content Tech Summit. It's a contenttechsummit.com. That is just a wonderful place to learn about the new technologies that are happening and all of the wonderful things that are happening as part of the content stack for marketers that are out there. My little show. I'll be keynoting. we have Henry Rollins, which is awesome. I get to interview Henry Rollins, which is just going to be amazing. Last time I saw Henry Rollins I was, well, let's just put it in this way. I was in a different state of mind watching him. Now I'll get to see him sober for the second time in 20 years. Yeah, it's going to be a fun few days. Anna Hrach: I am so unbelievably jealous and low key obsessed with Henry Rollins. But that's another podcast entirely. So, everybody go to content tag, go see Robert, go see him interview Henry Rollins. Follow Robert on all of the channels and do all of the things. But Robert before we officially let you go, so we got to know a bit of the professional side of you. We'd love for you to stick around so we could chat, some fun personal side. How's that sound? Robert Rose: That sounds awesome. Anna Hrach: Awesome. All right everybody stick around for just a few more minutes and we are going to have some fun getting to know you questions with Robert. Randy Frisch: All right, Robert, we get to have some fun now. We've got two or three minutes left and it's now the day after Super Bowl by the time people listen to this. Well, this podcast will live on, so we'll have to just remember that Brady won his sixth in 18 years. We have to date this 'cause for all we know he'll have his seventh next year. But, first of all, I know you're in the LA area. Was this a hard day? It's a new team out there. Robert Rose: It is a new team. It is not a hard day for me as I am not an LA Rams fan. I come from Texas, grew up in Texas. So, the one thing that I retained from moving from Texas is my affiliation to the Dallas Cowboys. Which, now, you've just lost every one of your audience members. They've just all rage quit at that. So yes. So for my team I did relatively well. I will tell you the city here today is in mourning. The three, I think there's three or four fans here in Los Angeles of the Rams, they're all in mourning. I'm kidding. I kid because I love LA. I kid because I love. Yeah, it's ... Congrats to the Patriots. They did it. I mean it's unbelievable. You know what Bill Belichick and Tom Brady have done over the last 18 years has just been unbelievable. Randy Frisch: Oh, it's wild. I mean, you know, one of the two Super Bowls they ran in one out of three Super Bowls, they won. I mean, that's insane. Robert Rose: Yeah. It's an insane statistic that they've, you know ... Nine super bowls and they've won six. I mean, it's crazy. Randy Frisch: Yeah. Like if I had that type of success with eBooks that we wrote here, I mean the legendary. So, I'm curious, when you have your Super Bowl parties what are you responsible for bringing from a food perspective? Do you watch the commercials? So two questions so we're just going to get to know you. Maybe this past year, what was your favorite commercial? Robert Rose: Okay. So from the food perspective, I am ... My favorite food on the entire planet is Mexican food. So you can just imagine the spread that is there. Randy Frisch: Nice. Robert Rose: It wasn't this year, this year was very quiet here in the Rose household when it comes to the big game. But it'll be of some sort of a flight of Tequila, and guacamole and chips, and tacos and all kinds of things. That will be the food du jour and it will be stuff that I make. On the commercial side, yes I do. I restrained myself from live tweeting or live Facebooking it because I just find that kind of annoying. But I will tell you, I think my favorite commercial was the ... I mean it sounds weird. I just loved the cinematography of it, was the ... I think it was a Budweiser ad that use the Bob Dylan song in the background. I thought that was really well done. I think the Washington Post, of course democracy dies in the dark, thought that was amazing. And I thought ultimately the football, the NFL 100 was probably just a wonderful, funny, you know, classic Super Bowl kind of ad. And then I thought there were a lot of fails hashtag fails as well. Randy Frisch: No, it sounds like, yeah, true to you. You fall in love with the stories that are told. I thought you were lining up your favorite food with the fact that there were some lot of avocado commercials. Robert Rose: There were, I just thought those were weird. I mean they're classically weird but I thought they went like a little too far this time. I mean not too far like, "Oh, it's too far," but like, you know, just like, okay, you know, now it looks like you're trying. Anna Hrach: Excess. Randy Frisch: Yeah. I always wonder if you're the avocado company is that the best use of your money? Like is it like hold everything we're doing I'm going to buy avocados. Lets understand the, "Okay, I'm going to order a Domino's pizza right now because it's almost half-time." But not "I'm going to go out and see if there's any ripe avocados and make some guacamole." Robert Rose: There's some amazing statistic about the amount of guacamole that is consumed on Super Bowl Sunday and it's an astronomical amount. I mean it's a make your eyes pop amount. Randy Frisch: Awesome. Robert this has been a ton of fun. As Anna said earlier, we could chat with you all day about content and you know, encourage people to go out to Content Tech and where is it? In San Diego this year? Robert Rose: San Diego. Beautiful, warm, lovely San Diego. Randy Frisch: There you go. I would try and do a run. Robert Rose: San Diego. Randy Frisch: I was going to go Ron Bergen on that. But, you know. I was just going to blow it. You rocked it. Thank so much. Until next time, we thank everyone for tuning in. If you've enjoyed this podcast, please subscribe wherever you do. We're on Spotify, Stitcher, Google Play, iTunes, of course. Anywhere you get your podcasts, please leave us a review when you can. Until next time, on behalf of Anna, I'm Randy and this is The Content Experience Podcast.  
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