Do you jump into the red ocean with content on popular topics? Or do you dive into the blue ocean with a contrarian view of a trending subject? Here's why you should try a purple-audience approach instead (and how to do it).

Mary Poppins had it almost right ¬¬– just find the story and –snap – the content’s job’s a game. Then even the boring tasks you undertake become – well, if not a piece of cake, a more creative endeavor rather than a mundane construction project.

How do you tell a compelling story to an audience that already knows the ending? That’s the challenge sales teams face every day. Teach them how to tell the stories you create – and you’ll both get better results.

Have you ever waited and waited for SME-driven content only to get 5,000 words explaining something that could have been handled in 500? Architected story packages help you avoid that – and get something you can turn into a whole portfolio of stories.

New tools and tech seem like reasonable investments to set your content program for success next year. If that’s the extent of your plan, though, you might be creating the roadblock that delays (or, worse, derails) your vision.

Every content marketing team has strengths and weaknesses. Should you double down on those strengths? Or take steps to shore up the weaknesses? The answer isn’t always obvious, but one thing will help you decide.

An episodic approach to content planning keeps all the teams involved in producing content on track – and other teams’ ad hoc requests at bay. Robert Rose explains how (and why) to plan a season like a TV showrunner.

Customers are stakeholders in your content program. But not all stakeholders are customers. Most are more like investors ¬– a key constituency, but not quite the boss of you. Robert Rose offers tips on leading with content instead of serving content.

Remarkable content isn’t limitless. It’s a precious resource only created by content teams that are treated as essential to the business. So why do most businesses run their teams ragged? And how do we make it stop?

What is a content strategy and how does it provide a competitive advantage if the content itself does not? Isn’t the strategy supposed to define the content? Robert Rose answers.

You know what happens when you assume other teams know what to do with the content you create? Usually nothing. And that’s the problem. Robert Rose explains the not-so-obvious solution.

Do you approach new marketing tech from a FOMO perspective? You’re not alone. But that’s not a good way to go about it. Robert Rose says you should answer these questions first.