If you’re about to sign off on an extensive content marketing program to support rapid expansion, take a moment to stop and understand why.
- Before jumping in and overhiring or outsourcing.
- Before committing spend to content production.
- And before messaging dilutes across regions and regulatory landscapes.
You’ll have agencies and consultants queuing up to advise you on the need for content to drive your pipeline and build a differentiated brand. Fewer will address the critical role of content after your buyers make that purchase.
If you stop and think about how your business shows up in public, you’ll soon see content touches every aspect of your company. Getting it wrong, or mostly right, can affect revenue-critical areas. Customer self-service and ticket volumes. Churn rates. Customer lifetime value and retention. And your all-important responsibilities around compliance with financial regulations.
Since I founded Genuine in 2018, I’ve noticed a pattern of B2B fintech companies pairing significant revenue with “doing content” for the sake of it. This can come from a desire to:
- Project an illusion of market share, before it’s earned.
- Maintain parity with vertical fintech competitors.
- To drive more leads over a short time frame.
But desires like those can slow your progress toward sustainable fintech content marketing that enables the revenue-critical areas I just mentioned.
Deep and deliberate work on content strategy might ruffle some feathers at first. Because it often begins with pumping the brakes on production. Don’t get me wrong. Your first or second content strategy doesn’t have to be exhaustive. But it does have to home in on the sweet spot between your customers’ needs and your fintech’s product capabilities and expertise.
You wouldn’t leave product innovation or customer acquisition on autopilot. Adopt the same mindset for your fintech’s content.
