Boss Digital provides a range of bespoke digital marketing services for ambitious technology organisations who wish to transform their marketing.

Working with Boss is like having your own team of brand experts, copy writers, designers, developers, search marketing experts, social media specialists and data analysts, only with no overheads and a fraction the wage bill. We take complete ownership of your digital marketing and will work on-site where required.

Above all, we understand that the impact everything we do needs to be measured in pounds and pence. This is about results.

Contact us today for a free consultation via hello@boss-digital.co.uk or 01628 601713.

It’s a cliche but the hard fact is that most technology companies really struggle with effectively communicating what it is they do, for whom, and why those people should care. This is particularly true when the audience isn’t interested in the technology itself, but rather what it can do for them or their business.

Those technology companies that are able to separate the mechanics and functionality of the technology, from the benefits and value it delivers, and articulate the latter in a language the audience understands via the channels on which they are active, are those that ultimately cut through the noise and drive prospects to take action. This page will explore some of the key components in developing and executing such a strategy.

This is where so many technology companies struggle, and consequently their content and channel strategies are doomed before they’ve even begun.

As a technology business, you must be able to remove yourself from the complexities of your product’s intricate features, and focus instead on the real life problems your business is actually solving. This process begins by asking three questions:

  • What is it your technology company does brilliantly?
  • What is it that matters most to your audience?
  • What is your competition neglecting? Where are the gaps?

The intersection of the answers to these three questions will enable you to establish your core competence – one word or phrase that will define and distinguish your business for as long as it exists.

The next stage is to ask why that core competence actually matters? Why should anyone care? Often this involves looking at where the market is falling short today – is it letting its customers down somehow? Is there something that it should be doing that it’s failing to? If so, and your core competence can somehow fix that or drive higher standards that encourage the entire industry to raise its game, you are starting to tap into something that will actually matter to people. Often this higher mission is referred to as the brand’s purpose.

The next steps in constructing a clear identity for your technology firm’s brand, are as follows:

  • Product – this is typically the one most tech companies are comfortable with. What are the key features? Does your product have a higher grade specification? Does it offer broader functionality? Is it more robust and durable? These are what we’d call the rational benefits, and they are what most technical people tend to naturally lean towards.
  • Personality – what is the tone of voice and character of the brand? This can sound very abstract so it may be easier to think instead about the people who founded the business, as often the brand is a reflection of them.
  • Organisation – what are the organisational values and how are they entrenched into the firm’s operations? This is hugely important for technology companies as ultimately everything the company produces is a consequence of the people within it.

From the above architecture it should now be far simpler for your sales and marketing people to construct a value proposition that pulls out the key benefits and communicates it in the right tone and personality.

As with brand, many technology companies struggle with content strategy. These are some of the more common challenges:

  • They will often create content themes that are of interest to themselves rather than their audience. In particular, they will tend to write in deep technical detail, often about subjects that are thoroughly confusing to potential buyers. Instead they need to define the subjects that are of the greatest interest to their audience, and map these out across a series of content pillars.
  • Too much emphasis on promotional content. Whoever the audience, we must always remember that there is a journey they need to be taken on before they will be ready to take meaningful action. The content that they first engage with will either need to be emotive in nature (whether that’s through humour or inspiration) or through informative value, such as educational blog posts and videos. It is only once they have sufficiently engaged with this high value content that they will be ready to invest in the relationship at a more substantial level, whether that’s via an enquiry, a download of a piece of content or signing up to a webinar.
  • Failure to engage with influencers – within the technology space, there are thousands of influencers, each with the potential to positively transform the trajectory of your content strategy, if effectively engaged. These influencers could be subject matter experts, bloggers, journalists, business leaders or anyone else with significant gravitas and influence within the industry.

By formulating a clear structure for your content, beginning on the terms of your target audience and involving key influencers from across the industry, you can be one of the few technology companies in your market to do something really special.

A lot of technology companies place great emphasis on their marketing at a channel level, as this is a naturally more comfortable fit for people who are innately technical and detailed. However, if they haven’t first established a strong overarching content and brand strategy, they’re going to face an uphill struggle.

Here are some of the other common mistakes technology companies make with their channel marketing:

  • They fail to promote properly – it’s ironic that so often companies will over invest in promotional content (as discussed above) and yet allocate nearly no budget towards then promoting it. It almost sounds ludicrous, but that is the reality for the majority of technology companies, and consequently they then have huge amounts of poorly considered content achieving almost no engagement or action. Far better to create less content, but then promote it properly to the intended audience.
  • They are disjointed across channels – many technology companies have entirely different content calendars for each channel. One for Facebook, one for email, one for Twitter, one for the blog, etc… It makes no sense! Not only is this a fantastically time consuming way of working, but you will inevitably be communicating different messages across different channels. This is why we use the acronym CODE – Create Once, Distribute Everywhere.
  • They over invest in social media – social media has its place. Absolutely. However, it’s just important we never forget that we don’t own those channels and we have no control over how they function or to what degree we will be permitted to engage our audience. The only two channels we truly own online are our email list and website, and our channel activity should be weighted accordingly. We should also remember that from a lead generation perspective, a technology company’s website and email list are likely to drive 95% of their online sales opportunity.

By slowing down our channel activity and thinking a little more strategically, we can ensure that we achieve a far greater impact for a far lower investment of time and money.

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