Why original thinking is your competitive advantage in the AI era

Why original thinking is your competitive advantage in the AI era

AI rewards original insight, proprietary data and firsthand experience over length and polish. Here’s how content strategy must evolve.

There was a time when content marketing followed a predictable formula: pick a keyword, write 2,000 words around it, sprinkle in some headers and wait for Google to notice. It worked. Pages that said very little but said it at great length climbed the rankings and stayed there.

That era is ending, and most content teams haven’t realized it yet.

When we read web pages, we start at the top, skim the introduction and decide whether the author sounds smart. Google’s AI processes content differently. It breaks content into small semantic units – individual claims, definitions, data points and explanations – and evaluates each one on its own clarity and usefulness. A 3,000-word article that circles the same idea for 20 paragraphs doesn’t look comprehensive to an AI. It looks redundant.

This is a fundamental shift in how value gets assigned to content. Length used to be a proxy for depth. Now it’s just noise unless every section carries its own weight.

The long, keyword-circling blog posts that once dominated search are quietly losing ground to something leaner and more specific. AI Overview panels, featured snippets and conversational search results all pull from content that answers questions directly. They don’t reward buildup. They don’t care about your brand voice. They care about whether a specific paragraph contains a specific, helpful answer.

The old content playbook – where you’d research what competitors wrote and then write a slightly longer, slightly more polished version – is becoming a dead strategy. If five sites all paraphrase the same general knowledge, they’re not sources. They’re echoes. AI is getting remarkably good at telling the difference.

If you’re not a source, you’re a remix

If you’re not publishing original research, proprietary data or genuine firsthand insight, you’re not creating source material. You’re remixing what already exists. Remixes don’t get cited.

Think about how a large language model builds its responses. It synthesizes information from across the web, but it gravitates toward origin points – the study that produced the statistic, the company that ran the survey, the practitioner who documented what actually happened. Everyone downstream who rephrased that information is, from the AI’s perspective, a less reliable copy.

This isn’t speculation. We can already see it happening. Sites that publish original benchmarks, case studies with real numbers and first-person accounts of specific processes are showing up in AI-generated answers at disproportionate rates. Meanwhile, the ultimate guides that aggregate other people’s findings are getting compressed out of the picture.

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The new content strategy

The path forward is more straightforward than most people want to hear. Stop trying to sound authoritative. Be the source of the information.

That means running your own experiments and publishing the results, even when they’re messy. It means sharing internal data that your industry would find valuable – conversion rates, timelines, costs and failure points. It means writing from experience rather than just research, because experience is something AI can’t fabricate and can’t find anywhere else.

It also means getting comfortable with shorter, more focused content. A 400-word post that introduces a single original insight is worth more in this new landscape than a 4,000-word guide that synthesizes 10 other people’s ideas. One is a source. The other is a summary.

This doesn’t mean writing quality is irrelevant. Poorly structured, confusing content still fails. But the competitive advantage has shifted. Clear thinking matters more than elegant prose. Having something to say matters more than saying it beautifully.

Add something new or don’t publish

The content teams that will thrive in an AI-driven search environment are the ones that treat publishing as a knowledge contribution, not a marketing exercise. Every piece should add something to the conversation that didn’t exist before – a number, result or perspective earned through doing the work.

The question to ask before you hit publish is no longer “Does this rank?” It’s “Would an AI cite this?” If the honest answer is no, you’re not writing content. You’re writing filler.

6 Ways to Engage Champion “Blockers”

6 Ways to Engage Champion “Blockers”

By Scott Gillum
Estimated read time: 5 Minutes

The second of four part series on how to navigate decision making blockers. 

Plot twist…in all of our research, we’ve never found Champion personalities to be true blockers. That said, they do exhibit two behavior traits making them appear as if they are blockers. 

What is a Champion personality?  A Champion is someone who is very driven and career oriented. They make things happen inside organizations. In the book, The Challenger Customer, Champions are referred to as a “Go-Getter Mobilizer” because of their willingness to champion and drive initiatives through the organization. If you’re using DISC segmentation they will be identified as Dominants

You don’t have to read the book (although you should) or use a personality profiler to identify them. Just go to their LinkedIn page and look at how many different companies and roles they’ve had. If it averages 1 new position or company every year or two, you’ve got one. Champions are very ambitious and climb the corporate ladder quickly, or they will go elsewhere. \

For example, we just finished building an ABM program for a client and found the best example of a Champion we’ve ever seen. He’s been working for 22 years and has had 19 updates (new roles) to his LinkedIn page. 

Champions are heads down doers.

Now for the downside, of all the buyers we’ll cover in this series, Champions are the most important to connect with because they drive the buying process. But, they are one of the hardest to engage. Because of their personality, they typically have a lot on their plates and are heads down on delivery. 

As a result, you (or someone in the buying group) have to attract their attention by aligning whatever you’re selling against their immediate priorities (in their field of vision), which means you need to know them. Additionally, you have to connect your solution to one of their priorities (fit) and to them personally (motivation). 

Here comes the second challenge, because of their career ambitions they are very savvy at reading the organization.  If they sense a shift in priorities, or an opportunity to get a greater reward/recognition for another initiative they may drop you like a hot potato. About a third of the “no decision” sales opportunities we evaluated had a Champion shifting priorities.   

The game plan for engaging and motivating Champions to stay in the buying process. 

  1. Research their background. I already mentioned what to check for on LinkedIn to identify them. Scan down their profiles and look for certifications and executive education posting. Note what content they are engaging with (Likes and Comments). Look at the groups they belong to and any volunteer experience. You are trying to get a 360 degree view of them as a person, not just a decision maker or budget holder. 
  2. Connect to them personally.  Now that you’ve done your homework  it’s time to use it. Of the four personality types we’ll cover, the Champion is the one most personally invested in your solution (and brand) and what it can do for them. Personalize your value proposition and DO NOT “BS” this buyer, they will read through it in a second. 
  3. Use relevant examples.  Champions like to see themselves in your examples. When pitching them make sure to use case studies or use cases in their industry. Get as close to their situation as possible. Most importantly, connect the results to what it could mean for them professionally and personally. 
  4. Show them off. They are ambitious and looking to advance their career so help them. Feature them as speakers at industry or peer conferences. Highlight their success in case studies, articles and advertising. 
  5. Understand what motivates them.  You’re in it for the long haul. If you typically have a buying process longer than a year, your Champion is critical for keeping it moving. They’re your advocate in the buying group, so arm them with the right information that motivates them to continue to fight for your solution.  
  6. Use other people in the buyer group to help sell them. Locate an “Influencer” in the organization and arm them with the information they’ll need to get the Champion excited. They love to “champion” (hence, the descriptor) other people’s ideas, especially Influencers who are “heads up” looking for something new and better.  

Unlike Challengers, which skew towards being more male, Champions skew towards being female. Not only do they get things done, they often deliver more than what is expected, which is the reason they climb the ladder so quickly.

Speaking of getting things done, their boss (and the organization) knows they’re good at driving projects forward and over delivering.  If the sales process seems to have slowed or stopped, it doesn’t necessarily mean the deal is dead.They may have been asked to take on special projects that are stalled or just a priority for the moment. 

As a result, you may find that they may have high engagement early on and then drift off. Stay in contact with them. B2B buying cycles are long, often because of a shift in priorities. If Champions still find a win in your solution they will come back to it. 

Finally, if they are successful using your solution or services they will take you with them as they advance to their next position or organization…and then they’ll be your Champion.  

To read this first installment of the series, 6 Ways to Get Through and Around Challenger “Blockers” click here.

How To Productize Professional Services IP

How To Productize Professional Services IP

Productizing an organization’s intellectual property makes sense for many reasons. It can help build scale, improve valuations and create efficiencies. The challenge is to get the desired outcome it may require new skill sets, a change in culture and significant investment. Learn how to avoid the pitfalls and create a strategy for success from Eisha Tierney Armstrong, author of Productize in our latest podcast.

 

 

To hear Scott’s entire conversation with Eisha Tierney Armstrong, author of Productize about “How To Productize Professional Services IP”, listen or download here:

Want to convert that B2B sale? You’d better be aware of these 4 buyer personalities.

Want to convert that B2B sale? You’d better be aware of these 4 buyer personalities.

As previously published on 3/22/21 in The Drum

by Scott Gillum
Estimated read time: 5 Minutes

B2B marketers are great at targeting customers, but often not so great at understanding the personal motivations behind each buyer. Carbon Design chief executive Scott Gillum explains what you need know about the four key B2B buying personalities.

We all have different personalities but for some reason when it comes to business marketing, we forget that point. We often treat a person as a specific role, say a chief executive officer, the same as any of their peers. A CEO is just a CEO, they all have the same needs, goals and interests.

It’s one of the reasons why our campaign performance suffers. Despite our best efforts, benchmark performance for all key metrics hasn’t moved in the last 20 years or more. If we look at our best performing campaigns that achieve double digits response, or click thru rates, our failure rate is still in the 80-90% range.

After a year of using AI-enabled personality profiling tools, we’ve now seen a common trend among customers, responders and quality leads, according to a recent study conducted by Carbon Design. The commonality: 70-75% of audiences are influence-able through the use of marketing activities, the rest are not, at least using marketing only.

In search of ‘sharers’ and ‘success-oriented’ personalities

Personality type reveals a buyers’ motivations and behavior. The good news is that there are two personality types consistently show up in our research that are active information seekers and they typically make up 65-70% of the audience. It skews higher in North America, and lower in Asian countries.

The first segment, the ’Sharer,’ actively seeks information to share with others. Sharers use a broad set of sources and, in particular, likes to leverage their network. They also like high level, big picture content that’s easy to share — think of short, animated videos and infographics. This segment brings new thinking and solutions into the organization and they can sell it to others.

The second segment, the ’Success-oriented’ person is looking for information that can help them, their team, or company improve performance. This person is a driver and if you can connect with them they will become an advocate for your brand or solution.

B2B marketing awoke to the need to infuse emotions into its messaging years ago and now we know that this personal connection resonates with this particular audience segment.

These are your marketing targets. They may or may not be decision makers or have a ’C-Level’ title, but one thing is certain, they are critical audiences for marketing messaging and performance.

Avoiding ‘Steady Eddies’ and battling the ‘challengers’

Now, let’s turn our attention to the two groups who are not targets. First up, are the ’safety-oriented’ individuals. These are your ’steady Eddies,’ and like nothing more than to stay within the status quo. They will take your content and use it to reinforce their current position. Marketing alone cannot dislodge them. That’s why you need to rely on an influencer, and/or others within the buying group to move them.

Last, but not least, are the ’challenge’ folks. They are motivated to deny or debate anything that is counter to their existing point of view. Happily labeled as skeptics, they engage late in the buying process and are often the last hurdle to overcome for a final decision. The upside is that once won over, they can become advocates but to win them you need a salesperson or an internal influencer.

Here’s the point, any one of these four personalities can be the CEO you’re targeting. But yet, we use one approach to develop content, and/or one way to engage them. Yes, they may have similar needs in the role, but they search and use information differently – and that is determined by their personality.

Until now marketing hasn’t had the ability to effectively read audiences. With sophisticated AI tools we can now customize content and approaches to attract certain types of prospects – the ones key to starting and advancing new opportunities. We can also improve lead nurturing activities by better understanding motivations, interest and connection with others within the buying group.

Finally, we have the opportunity to make a significant improvement in performance and satisfy audiences’ needs at the same time. Capturing this opportunity will require getting to know buyers, as not just a title or a role, but as a person. Because at the end of the process, a person is making a decision and that decision is personal.

How To Get A Better Return From ABM

How To Get A Better Return From ABM

Today there are an abundance of solutions available for sales and marketing, yet sales productivity still lags. On average, an ABM program could be using up to 16 different platforms. Scott interviews Usman Sheikh, Founder & CEO of xiQ on their solution and how organizations can get a better return on their sales and marketing investments.

 

 

To hear Scott’s entire conversation with Usman Sheikh, Founder & CEO of xiQ about “How To Get A Better return From ABM”, listen or download here: