5 steps to create compelling content

Your employees and customers can tell your company’s best stories, and those stories are what will attract more customers to you. Here’s how.

I recently participated in the American Society of Journalists and Authors monthly call where the gracious host, Nancy Faass, asked me how Geoff Livingston and I marketed “Marketing in the Round.”

During the call, she asked me what one of my first assignments was as a young professional.

I told the story of how I learned about my job by reading the clips I made color copies of day after day, but she pushed a little further to get me to walk down memory lane.

What came out surprised me. It was a memory I’d forgotten about. I didn’t intentionally forget it-it was just something I hadn’t thought about in a long time.

Do you remember the Franklin Covey planners? Everyone carried them around (this, of course, was before electronic calendars and task lists). They were all the rage.

I worked on the Bayer CropScience account, and my job was to work with potato growers across the United States.

I interviewed them every month to write a newsletter that told their stories. I had to create compelling content before content was a thing.

The Bayer potato planner

As I did these interviews, I discovered most of the growers couldn’t keep track of when they were supposed to spray for weeds, insects or fungus. I heard the complaint over and over again: “Bayer has all these products, but I have no idea when I’m supposed to use them.”

After a lot of brainstorming and strategy development with my bosses and the client, the potato planner was born.

In it we highlighted the dates the potato growers needed to remember for certain Bayer products, but we also included interviews, stories and testimonials from their peers.

It was a fun project to work on, but it also won many awards because it sold products without being blatant about it.

The growers loved getting the planners every year, and the planners soon became a staple on farms throughout the country.

I tell this story mostly as a trip down memory lane, but also because we talk about content day in and day out, and forget about the basics that make us good at telling stories.

Create compelling content

Chuck Kent recently talked about this a bit, and there is a formula to create compelling content we like to use internally at Arment Dietrich.

We stole pieces from Jay Baer and added some of our own. It goes a little something like this:

1. Your customers and employees tell your best stories.

I like to tell the story of a business owner I met in Omaha last year. As I worked with him, I discovered he had a unique business model. He only hires blind people, which is an interesting story in and of itself. As I dug more, I discovered some of those employees have done amazing things such as climb Mt. Hood unassisted or sing gospel at the highest echelons of the industry. These are great stories to tell.

2. Stories humanize the company.

We all know people buy from people. They don’t buy from companies or logos. They buy from people they like and trust.

But you work for a company. How do you create the human element so people want to buy from you?

You tell stories, just like we did with the potato growers. Zappos, of course, is the master at this. If you haven’t already read “Delivering Happiness,” pick it up. It will help you figure out how to tell stories through your content.

3. Humanization creates kinship.

Once your company becomes human and real people work there, people will clamor to work with or buy from you. If they perceive you as one of the best in the industry, they’ll even pay a premium.

We’ve done this for at my firm through content and social media. It provides an opportunity to no longer have to compete for business. We’re typically the only ones invited to a pitch.

4. Kinship drives purchase.

When we’re the only ones invited to a pitch, we win the business 99.9 percent of the time. There is always that small chance the chemistry won’t be great or the assignment won’t fit our bailiwick, but we almost always get the business.

5. Purchase creates more customers and employees.

Then you have more customers, which typically drives hiring, and both of those things create more stories for you to tell.

I’m a big fan of how Marcus Sheridan recommends writing content around the questions your customers and prospects ask. The approach works well. But don’t ignore the stories you can tell by having your customers and employees talk about the product, service or organization. That’s when you’ll hit pay dirt because you won’t sound like all of your competitors.

No one has the same stories as you.

Gini Dietrich is founder and CEO of Arment Dietrich, Inc. A version of this article originally appeared on Spin Sucks.


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