organization and roles marketing

Which organization and roles should you create around your marketing content?

Marketing positions such as Brand Content Manager or Content Manager are becoming increasingly common, but are no longer sufficient to meet the challenges of consistent and effective content management. We have therefore created an overview of the new roles.

It is an obvious fact that is often forgotten in everyday project life: no solution, however good it may be, can make up for the lack of clearly defined organization and roles. And not surprisingly, content management is no exception to this rule. Whatever the terms used – brand content, content marketing, marketing resource management (MRM) – content cannot meet the challenges of a company without a robust organization. Unfortunately, misunderstandings on this subject persist which lead to approximate roles or confusion. 

According to the classification of current job advertisements, content in companies seems to be based on two main roles: the Brand Content Manager and the Content Manager. A careful reading of the “job descriptions” suggests the following:

  • The brand content manager’s mission is to manage content production in order to ensure the influence of a brand. It is logical that the content that falls within its scope is more of a form of advertising in order to increase brand awareness.
  • The content manager, on the other hand, is in most cases assigned a more operational role. It is the asset manager. Whether the content is intended for websites, social networks or printed media, it is up to the content manager to plan the production, publication, and promotion.

In short, the brand content manager thinks of content as serving the brand, while the content manager is responsible for using a wide range of content on the various available channels. With these two roles, many organizations feel that they have “covered” the subject of content. This is a big error in judgment that results from not adequately considering the 3 following points.

#1 – Produce content that talks about the brand, but also interests the target audience

Naturally, brands produce content that talks about them: their values, their history, their products. Important content to establish a brand’s identity, but not enough to capture an audience. To attract prospects who are still far from the brand, it is also necessary to be able to produce content that is interesting to the audience and not just about the brand. 

This is what content marketing is all about. An outdoor brand can both promote its latest model of mountain bike (which will interest its fans) and also produce content on the best mountain bike circuits in France for beginners (which will attract the attention of a new audience). This example alone shows that these two contents are very different, both in their objectives as well as in their methods (in particular the creation and distribution).

#2 – Manage brands, but also… audiences

Can you ask the same person or team to work on both branding and audience development?

Companies have already made the decision to address these issues separately. The Brand Manager is responsible for promoting the brand and a Chief Content Officer or Head of Content is responsible for developing content to capture new audiences. One can, therefore, be supported by a “Brand Content Manager” to orchestrate the production of branded content and the other by a “(Audience name) Content Manager” to coordinate content for a specific audience.

This dual organization is all the more necessary as each of them fulfills very different performance goals. On the brand side, a key KPI could be the Net Promoter Score (NPS) to measure brand loyalty; on the audience side, the preferred KPIs will rather seek to assess the growth of the engaged audience and its interaction with content, “Content Scoring“. 

#3 – Orchestrate the creation, but also… the distribution of content

This is the the consequence of the history of “digital”: roles are becoming more specialized, especially in producing and distributing content and organizing the digital experience. Today, two needs are affirmed, particularly in the context of “content factory”: these production teams that large organizations internalize to gain speed, but also to better control the ROI of their content.

Among the profiles sought, you have the “Content Creator”: able to work both with Photoshop (to edit images) and Premiere (to edit videos). The content creator is also a storyteller. He knows how to put his technical knowledge at the service of a story. 

The second key profile is the “Content Editor”. This person is responsible for editing content and creating variants of it to ensure that it is consumable (especially on mobile phones), referenced (to feed the SEO), adapted for different platforms (website, social networks) and, documented (with sufficient metadata) in the Digital Asset Management (DAM) platform. This last point is key: the quality of this documentation is crucial for the reusability of content. The “Content Editor” is therefore also often in practice a “librarian” (documentalist).

To ensure an efficient distribution of content, additional profiles are needed. The Social Media Manager who, as social networks evolve, no longer only publishes posts but also manages a media budget to sponsor content or schedule retargeting campaigns. Finally, let us not forget the Digital Campaign Manager in charge, as its name suggests, of orchestrating digital campaigns (SEA, emailing, display, etc.) by making the most of the content available for this purpose.

Brand Content Manager, Chief Content Officer, Content Manager, Content Creator, Content Editor, Librarian, Social Media Manager, Digital Campaign Manager… While the multitude of roles may be surprising, it can also be explained: content is now the basic ingredient to capture and retain audiences. Managing this content requires increasingly sharpened expertise. Delivering them implies having a tool that is best suited to manage the user experience across all channels. This is the role of Digital eXperience Management.


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