We surveyed Content Marketers and just 2 out of nearly 200 organizations report having a Chief Content Officer or VP of Content. (Where does content currently report? What metrics do they use? What does your content marketing career path look like? Get that breakdown and more insights in the full report.)marketing career path

Content teams have buy-in. We have resources. We’re ambitious; we want to be leaders in our organizations. So why hasn’t that happened, yet? Will we get there?

Here’s the good news: content leadership is trending up. And with the rise of content marketing’s importance to companies, content marketers have increasing clout in their organizations.

But there’s a catch: we’re struggling to attribute content to revenue, especially at larger organizations, and that’s holding us back from career success.
 

Content Is Increasingly Important, Giving Content Marketers a Higher Profile

First, the good news: Content is increasingly important, and that opens the door for leadership positions.

73% of content marketers reported that management “believe that content strategy is an important business initiative.”

marketing career path

Another recent marketing executive report showed that 87% of marketing executives are increasing their focus on content marketing in 2017.
 

Content Teams Are Young and Content Leadership Is Trending Up

Content has made big moves in the last few years, and it’s easy to forget how young our Content teams really are. They’ve been around, on average, 2-4 years.

marketing career path

Our research found that if content teams do have senior content leadership, it’s relatively recent, and trending up. 

  • Less than a third of content marketers have had a senior content marketer for over two years (28.4%), and a third do not have a senior content marketer at all (39.5%).
  • Of the content marketers that DO have a senior content marketer, 49.92% have had one less than 2 years.

So if your team doesn’t have a senior content marketer yet, it may just be a matter of time. Adding dedicated leadership is a natural part of developing a new department.

All good signs and momentum, but there is one obstacle so glaring it could keep many of us from the top:
 

Struggling to Attribute Revenue Is Holding Most Content Marketers Back

Despite the rosy picture, we content marketers have reason to be nervous. It’s a golden era of content (us, and TV) but we don’t feel totally comfortable in our ascent in organizations. We’re not confident we’ll end up as leaders and executives. And the research made it clear why.

content marketing career path

The research revealed that we’re struggling to attribute content to revenue. In fact, the larger the organization, the more we flounder.

  • From company with under 100 employees, 30% of respondents can clearly attribute revenue to content compared to only 5.3% of respondents from companies 10,000+.

Here’s the percentage that can clearly attribute content to revenue:

marketing career path

This is a problem. We’re smart people; we know our success in business comes down to our impact on the bottom line. I’ve met content marketers at Fortune 100 companies who go white in the face when I ask them about content ROI. Though we know we have an impact, we’re not able to clearly attribute it with data.

And if we don’t figure out how to consistently attribute revenue to content, here’s what will happen:

  1. Organizations will de-prioritize content and pull away resources
  2. The business will appoint someone to report on revenue who is not on the content team, keeping us out of leadership roles

Luckily, new research is making it easier to attribute revenue to content marketing. In fact, recent stats show that customers who read early-stage content from a brand were 131% more likely to buy from that brand when prompted to purchase. But to rise to the top, content marketers will need even more proof of the return on their efforts.
 

The Key to Content Leadership: Create and Own a Framework for Revenue from Content

Stop creating content for a second. If you’re anything like me, you can get carried away with always creating, creating, creating.

It’s crucial to slow down long enough to create a framework that shows the fruits of your labor: investing in content technology, technical talent on your team, and cross-departmental processes that connect content to company earnings. Marry your content visibility, analytics, and CRM data to clearly show your influence and growth.

If we want to be leaders in our organization, we have to prioritize strong content measurement that reflects our impact on the business.

Learn more about how the content marketing career path is changing in the full report.

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  • GarryMendez

    Excellent as always, Charity. So many of us are under so much pressure (often self-induced) to create more content we don’t connect the dots. Then it snowballs, the more we create the more we’re asked to create and we don’t find the time to tie the content back to revenue.

    One way I’ve tackled this problem is to take a page out of the ad agency book and write a brief. Before creating content, I write a document that answers three basic questions: What is the goal of this content? What will we do to achieve that goal? What will let us know if/when we’ve achieved that goal? By planning this way we bake in measurement at the beginning and don’t have to go back to try to justify what we’re doing. We can point to the goals we set and achieving them.

    It’s not a perfect system but one that all content marketers can put into place that has helped my team show the value of the content we create.

    • Charity

      Garry, hi! Nice to see you here! Thanks for this — It’s easy to get frenzied. It’s not just ok to slow down — it’s absolutely necessary. I love the brief idea. I’d love to see one sometime!

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