Marketing Case Study — content management

How does a company come up with a content management strategy that is reliable and flexible?

Here’s a case study of a company where I worked as a marketing specialist, and what we achieved over two years of growth.

Originally, we started as a marketing team of two, the director and myself. I worked on a lot of web and graphic design projects, many were social media campaigns or sales-focused products. However as the company grew quickly, we had to adjust.

As a result of this growth, we analysed pain points in both the Sales and Marketing departments, found areas showing a performance gap, and worked to rectify these. New initiatives such as a review of all outward facing documentation, branding etc revealed that we needed to add to our team. Over the following year, we welcomed a graphic designer, email marketing and content specialist, and an SEO- Salesforce and Pardot specialist.

Teamwork makes the dream work

Each person on the team was given responsibilities and tasks in line with their expertise and collaborations were encouraged between team members. Weekly meetings, and various communication tools assisted in seeing how progress was developing and to find out where each project was in the process. We contributed our favorite software and tools and some of these were adopted. This minimized extra learning as our new team members could focus on their work at hand and use tools already familiar. It also meant they were an instant ‘expert’ in the tool and we could seek them out if we had a question, contributing to a positive team atmosphere.

We made sure that we had multiple checks across the team and a bank of problem-solving solutions. We created products which complemented or filled the gaps, so we could keep our projects current and useful. As my work was in marketing, the Brand Guidelines created were useful for internal departments, as well as external vendors and suppliers to keep our brand consistent. We had defined client personas for our sales and marketing departments, and products were created with these parameters in mind. Content created by the team was tested and analysed by way of marketing campaign documentation. We took this data and evaluated it in our weekly meetings, adapting and improving, for future projects.

Involving specialists in other departments ensured we were on target, not only collaborating and working together on sales campaigns, but also learning more about the industry right from the start. The new website and blog gave us opportunities for longer forms of content including blog posts, whitepapers, and interviews and a home from which to disseminate work.

So… how did all this go?

The implementation process was a little disorganized for the first campaign, however our marketing campaign guide and roadmap that we had created helped us to analyze and improve. Again, inviting team members to reflect at different stages, offer advice and problem-solve solutions assisted us in a quick improvement. By relying on team members to give us constructive criticism on the process, we learned from our mistakes and were able to translate this to other projects that were running concurrently.

As a result of our efforts, we achieved the Canadian Growth 500 list two years in a row, coming first in the transportation industry. We also received a Compass Award of Merit for the complete rebranding from the TMSA (North American Transport Marketing & Sales Association) in 2019.

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