Evolution and Trends in Content Strategy

10 questions for a content strategist to set the scene for important considerations in content programs.

The world of content keeps changing every year. And our strategists have a front-row seat to these changes.

In this article, we take a look at recent (and upcoming) trends and developments, through the eyes of content strategist Fabrizio Barrios-Bazo:

1. How have brands’ and advertisers’ perceptions of content changed in recent years?
2. In this context, has their approach to content strategy also evolved?
3. What are the signs that an organization needs a content strategy?
4. What are the most common pitfalls when an organization embarks on the development of a content strategy?
5. How can a content team prepare for its next content strategy exercise?
6. We’re often asked, how long does a content strategy last, and how often should it be redone?
7. And another easy question: how long does it take to develop a content strategy?
8. What’s the biggest weakness you see in the strategies developed in recent years?
9. What are the things to keep in mind as you complete your content strategy and begin execution?
10. How do you see brand content strategies evolving over the next 10 years?

How have brands’ and advertisers’ perceptions of content changed in recent years?

The most significant transformation lies in the realization by advertisers, especially the major ones, of the intrinsic value of content. They acknowledge the benefit of building a community and establishing a free space for expression, where they can showcase their brands, brand image, and identity.

A major evolution also lies in the way brands have reacted to the decline of traditional media, particularly in Canada, and to events such as Facebook’s ban. Brands have come to understand that they can no longer merely rely on passive visibility or hope to be discovered by the public through conventional means. Instead, they must take the initiative to put themselves forward, showing that they have something interesting to offer the user, a radically different approach from the past.

Previously, the view of content was rather conservative: campaigns were often limited to once a year, letting the product “speak for itself” in the hope that it would be picked up and highlighted by the media. Today, this approach has completely changed.

Brands must now become their own media, positioning themselves at the forefront. For this, content becomes essential, not only to establish a connection with a community but also to highlight the product on a daily basis. With increasing competition, they are compelled to produce content and actively promote it.

In this context, has their approach to content strategy also evolved?

Over the years, it has become evident that the mass creation of content has taken a predominant role, marking a significant evolution from past practices. Previously, content was primarily a tool for advertising.

By 2024, the trend seems to have reversed: advertising now serves content. The aim is to promote the fact that there are new stories to share, messages to convey, and tales to tell. In many cases, advertising has become a means to direct audiences towards social networks, news, or media and platforms controlled by the brand.

Nearly two decades ago, the situation was different: content was an extension of advertising. For example, additional information about a product was included in direct mail campaigns. But today, it is recognized that content must provide daily added value to the user while also boosting sales.

In a world where consumers are constantly seeking newness and are exposed to a multitude of information, it is no longer sufficient to engage them just once or twice a year. They might forget about us. Advertisers have understood this reality and now realize that it’s not just about activating consumers but maintaining a constant connection with them.

What are the signs that an organization needs a content strategy?

The answer often lies in a lack of flexibility regarding the medium chosen to reach the audience. A critical error in content creation is assuming that people are inherently interested in what one has to say, rather than the other way around.

In reality, a brand intrudes into the personal space of individuals, which is extremely challenging. Entering into someone’s private space as a brand is delicate because people seek to relax and disconnect from their daily lives. When a brand inserts itself uninvited, it can be perceived as intrusive. A sign that a company needs a content strategy is when it wrongly assumes it has a place in the intimate and relaxing environment of people’s lives.

There is often a lack of adaptability in companies, convinced that a single creative approach or one type of content will be effective across all channels, which is far from the truth.

This is where the development of a coherent and relevant content strategy comes into play, helping brands understand the need to adapt to seamlessly integrate into people’s private spaces. The way one presents oneself at a friend’s house is not the same as at a neighbour’s, and the same principle applies to brands and their content.

What are the most common pitfalls when an organization embarks on the development of a content strategy?

Resistance to change is often cited, but it’s a simplistic answer. In reality, those who embark on developing a content strategy are usually aware of their objectives and the errors that need correcting. They also recognize the evolution of the market. However, a major and unfortunately common obstacle lies in the resistance to change within the organization itself, particularly in its rigid structure and content creation processes.

We live in a world where dynamics shift rapidly, necessitating almost instant adaptations. The challenge lies here: in the process of creating an effective content strategy while dealing with administrative burdens. This inertia can slow down content production to the point where, once it is ready, it may already be outdated or no longer align with current trends.

What many organizations lack is the ability to react with the speed and agility of a media entity.

How can a content team prepare for its next content strategy exercise?

The first essential step is to assess internal capabilities before even embarking on the development of creative ideas or contemplating the content to be produced. It’s crucial to ask the right questions: what is our actual content production capacity? Can we be present on multiple fronts simultaneously? Do we have the necessary human resources or budgets for this?

This consideration is often overlooked. When planning a content strategy, it’s easy to get carried away with enthusiasm: “We need to be here, do this, communicate that.” However, reality quickly sets in: achieving all these objectives might require additional resources, whether in terms of personnel or internal working methods, often lacking in the company’s culture.

To develop an effective content strategy, it’s advisable to conduct an internal assessment: how is content production currently managed? What is the organizational flexibility? What is the production capacity? This assessment will help design a strategy tailored to the real needs of the business.

Contrary to popular belief, high-quality content stems more from the ability to think and adapt quickly than from a substantial budget.

We’re often asked, how long does a content strategy last, and how often should it be redone?

It’s essential to annually revise your content strategy, as platforms evolve at a rapid pace. What was trendy one year can become outdated the next, particularly due to the evolution of platforms and consumer habits.

Take TikTok as an example: initially, the platform favoured short content, ranging from seven to fifteen seconds. In 2023, it took a radical turn towards one-minute formats, responding to competition from YouTube. Content creators adapted by producing videos of one minute, and even up to ten minutes. This directly influenced user habits, shifting from a preference for very short content to an expectation for longer videos.

The task isn’t necessarily about questioning the fundamental pillars of the brand or the message to be conveyed, but rather how to convey it. A refreshment of methods, tactics, and an open-mindedness towards new possibilities are essential. This also involves evaluating the ability to adapt to these changes.

Therefore, an annual review is crucial, not only due to changes in platforms but also because user behaviour and expectations are constantly evolving.

And another easy question: how long does it take to develop a content strategy?

There is no one-size-fits-all solution; the answer varies for each organization. It depends on the organization’s ability to adapt to changes and implement a content strategy. Before developing this strategy, it is essential to ask certain questions: are the existing brand tools adequate? Should we build upon already established foundations?

It’s necessary to examine whether the company already has a manifesto, a clear mission, and if content can be created based on these solid elements. Alternatively, should the company question its identity, what it has to offer, and how to present it even before beginning to develop a content strategy?

The process of establishing a content strategy is not necessarily quick, nor does it have to be lengthy. It all depends on the stage the company is at. If a company needs to first define its identity before deciding what it will communicate, this could require a process of three to five months. However, if the company needs to “simply” determine its future direction based on its current state, the process could be shorter, ranging from one to two months.

This process involves assessing the company’s identity and capabilities, then constructing the strategy while considering what the competition is doing and going beyond to create its own uniqueness in the market.

What’s the biggest weakness you see in the strategies developed in recent years?

The main vulnerability lies in the “One Size Fits All” approach, meaning the idea that the same advice on social media, content creation, or video production can suit all companies. The mistake many companies make is to believe that these generic pieces of advice are directly applicable to them, without questioning their relevance or how they fit into their unique environment, ultimately leading everyone to do the same thing and lose originality.

For instance, a company might decide to follow a popular trend or meme, even if it doesn’t align with its values or what it truly has to offer. While this may yield immediate results, it can lead to a loss of identity and relevance in the long term. Consumers might then struggle to understand why they should engage with a brand that blends into the crowd.

When opening platforms like Facebook, Instagram, TikTok, or reading a newsletter, we often encounter redundant content, identical jokes, and similar hooks, thus losing all originality.

The real weakness, therefore, is believing that generic advice applies to everyone. Each company must assess its own strategy, questioning what unique value it can offer users and the added value it brings. It’s this reflection that will lay the foundation for a successful content strategy.

What are the things to keep in mind as you complete your content strategy and begin execution?

I reemphasize the crucial importance of team capacity for the success of a content strategy. If a team considers itself capable, but then a key member leaves, the project changes, or the team is restructured due to budget cuts, the strategy can no longer remain the same. It is initially designed based on available resources, flexibility in storytelling, and the ability to seize opportune moments. If these capabilities are reduced, the strategy can no longer be executed as planned.

A common mistake in many companies is to start with the intention of achieving everything, with adequate budgets and teams in place. However, a content strategy takes time to mature, often requiring six months to a year to reach its full effectiveness. In the absence of immediate results, priorities may shift, thus affecting the ability to execute the strategy. Consequently, the strategy might be deemed unsuccessful, when in fact the failure is due to a lack of perseverance and sustained effort from the beginning.

How do you see brand content strategies evolving over the next 10 years?

The current media crisis and the loss of trust in traditional media underscore a crucial aspect: the growing importance for every company to become its own publisher, its own magazine, its own media. Currently, this trend is partially manifested through the use of social platforms, but it is likely to extend beyond. By relying on social platforms, companies are subject to their evolution, decisions, and even potential acquisitions, which can radically change the environment of these platforms.

In the future, I predict that companies will become increasingly autonomous in terms of media, positioning themselves in an open space where they can promote their content. Companies that can innovate, offer captivating content, and present it in the best possible way will have a significant advantage.

Companies that take the initiative now to build dedicated websites, capture all possible moments, and publish content not only on third-party platforms but also on their own, will equip themselves with a competitive advantage for the future.

This concept is not new. In the 70s and 80s, many companies had their own magazine – for example, Sears had its famous catalog. It is likely that we will see a return to this model, but adapted to the digital age. This evolution occurs because companies realize they can no longer depend exclusively on external platforms and their constant changes.

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