6 Ideas for Content Marketing in Times of Crisis

Content marketing in times of crisis means keeping a steady, useful presence for customers when budgets tighten and trust is fragile. The companies that do it well educate before they sell, listen before they speak, adjust their offers to real constraints and stay in contact through automation and human attention.

Picture the executive committee of a mid-sized distributor on the Monday after a sharp change in the economy. A major customer has postponed an order. Two prospects have gone silent. The finance director proposes cutting the marketing budget by a third, beginning with the content program, since nobody can prove that a blog article closed a sale last month. The marketing director argues for the opposite and cannot quite say why. Both are afraid, and both are partly right. Spending that does not help customers in a crisis deserves to be cut. Silence, however, is also a decision, and it is one that customers remember.

Consumer trust in businesses has declined in recent years, and that is no secret. According to HubSpot Research, 55% of people no longer have the same trust in advertising as they did in the years before the pandemic, and consumers now concentrate on searching for and comparing the products or services they want to buy, which has produced a massive and very demanding consumption of information. People are constantly consuming resources and looking for online support that helps them find answers to their needs. That behavior did not disappear when the acute phase of the pandemic ended, and it returns whenever uncertainty rises, whether the cause is inflation, a supply disruption, a currency shock or a sector downturn.

Times of crisis create unique and unexpected spaces for experimentation. The way a company manages information, the bond it builds and the long-term relationships it establishes with consumers can be the key to creating strategic content in periods of economic instability. This article offers a way to think about that content from the perspective of an executive who must protect revenue, margin and reputation at the same moment.

Why does content marketing matter more in times of crisis?

Among the challenges companies face in a crisis, a content strategy can be crucial to engage prospects and help them complete their conversion paths in a way that lets them feel supported by advisors. A content strategy performs different functions depending on the stage at which the prospect finds themselves, but the guiding idea should be constant. Every effort should focus on how the company can help the person become their best version, in business terms, the version of themselves who has solved the problem that prompted the search.

The temptation in difficult periods is to reduce marketing, and the evidence suggests that this reaction is often costly. Nirmalya Kumar and Koen Pauwels argue in the Harvard Business Review that firms that maintain their marketing spend while reallocating it to suit the context typically fare better than those that cut it, and they compare cutting marketing in a downturn to bloodletting, a treatment that weakens the patient. The message is not to spend more without discipline. It is to treat the downturn as a moment to change what the spending does, away from broad promotion and toward help that customers can use.

Trust adds a second argument. Forrester's research during the pandemic found that consumers seeking information became wary of unreliable sources, and that brands can earn trust by being empathetic, communicating clearly about changes in service and staying relevant and present for customers. The context was a health crisis, but the principle holds for any period in which customers feel exposed. Content is the main instrument through which a company can show that it understands their situation.

What principles should guide the content strategy?

Before turning to specific content ideas, it helps to settle the principles that should guide the next planning cycle. They are six, and they work as a connected argument.

The first principle is to keep updates relevant. Talk about how the company is working to make a positive impact on its circle, and give updates on its ongoing work and on how everyone can contribute during the period. A manufacturer that explains how it has adjusted delivery schedules, or a bank that describes new payment relief options, gives customers information they can act on and shows that the company is still operating with purpose.

The second principle is to listen to customers. It is important to understand how the crisis is affecting their business, and to remember that, as advisors, the company's people should accompany customers through the sales process and offer consultative support. This is where the Voice of the Customer becomes practical, since the questions customers ask in chats, calls and emails reveal the content that will matter most. ICX has examined that discipline in making the Voice of the Customer count.

The third principle concerns marketing activities as a bridge to the community. They connect the company with clients and prospects, and they should include dynamics in which people can express opinions, such as live question-and-answer sessions, together with a continuous reading of the conditions customers face now. The fourth is to consider offers that are within reach. When economic instability and financial uncertainty reduce customers' resources, package offers that reflect their specific needs can keep a relationship alive that a standard price list would end.

The fifth principle often comes down to a single word, empathy. Connecting with prospects through active and assertive listening means putting oneself in the shoes of the person who does everything from administrative work to the company's search optimization. In doing so, the company may discover a chain of pains that afflicts its customers, and a chance to make their days easier. It also means not ignoring the crisis, since remaining silent during a widespread difficulty is not only unpleasant but also makes the brand look unaware of the reality that many people face, with consequences for reputation. The sixth principle is to create content that gives subscribers useful information. There is a great deal that a company can make for those who need it most, and the ideas that follow are an attempt to organize it.

Which six content ideas work best in a crisis?

You really can be a lifesaver for many people's businesses. All it takes is to focus efforts on helping customers feel satisfied even in difficult times. The following ideas can be incorporated into a monthly plan at any moment, and they require an investment of time and effort more than of money.

Start with educational content

Educational content is the safest foundation. A wide range of formats is available, from ebooks that explain how large companies adjust their budgets to downloadable spreadsheets that help customers organize their finances. People today want more than to buy a product. They want to educate themselves in order to optimize the resources they have. A regional insurer might publish a practical guide to reviewing coverage when cash is tight, and a distributor of industrial supplies might publish a calculator that helps buyers compare the total cost of ownership of two alternatives. Both contribute value before any sale is discussed, which is why they build the trust that later makes a sale possible.

Target the words people are searching for now

People who face a changed situation turn to the internet for answers, and their vocabulary changes with the situation. The phrase work from home, for example, was truly relevant in 2020, as the pandemic altered everyday dynamics. The lesson is to keep a search tool at hand, to optimize content based on the most recent search behavior and to adapt campaign keywords as they shift. Today the equivalent may be searches about cost reduction, supplier alternatives or financing options, and the same discipline applies. Monitoring the questions people ask is the cheapest form of market research available.

Always keep in touch

It is never too late to implement automation strategies that keep the company in contact even when the team cannot be. An automated and personalized follow-up email can significantly influence the closing of a deal, and prospects should not be neglected for any reason. Automation in a crisis has a particular role, because it allows a smaller team to maintain a steady rhythm of communication. The tone matters as much as the timing, and messages should be written for the situation the customer is in. For guidance on the balance between machines and people, see the ICX article on the balance between chatbots and human attention.

Share what you are doing

A monthly email in the style of a newsletter, a social media calendar with the latest updates and a blog post published this week on how to maintain low-cost operations can all become the presence that customers need. The purpose is for them to know that the company is there to advise them, to give the counsel that no one else will give and to let them feel the true value proposition in quality content that helps solve their problems. This is an opportunity for a company to show its expertise instead of describing it.

Review your price offers

It is very possible to help a prospect with a specific need through a thoughtful commercial offer. It is unlikely that a company has been untouched by the crisis, but it is always worth considering where it can go the extra mile. Discount promotions, two-for-one offers, bundles, free shipping, a free demonstration, a free first consultation and discount coupons are some of the ideas that can be considered if they have not been already. A word of caution belongs here. Discounts that erode margin without building loyalty can be difficult to reverse, so offers should be designed with a clear objective and an end date. ICX explains how to think about this trade-off in its work on pricing and profit optimization.

Be there when customers need you most

Often simple, non-technical content can be a lifesaver for prospects. Nurturing them constantly with content in which they can interact with the brand, such as virtual events, webinars, question-and-answer sessions, podcasts and live social media, makes customers feel that the company is with them and that it has not forgotten them. Interaction creates the feeling of a relationship, and a relationship is the only reliable asset when budgets are frozen and decisions are postponed.

How does the approach change by industry?

Crises do not affect every sector in the same way, and the content that helps varies with the pressures customers face. Imagine a commercial bank that serves small manufacturers during a currency shock. Its most valuable content is not a promotion of credit lines. It is a short series on how to protect working capital, how to renegotiate supplier terms and how to hedge exchange rate exposure, accompanied by an open webinar with its risk specialists. The bank positions itself as an advisor, and the requests for meetings that follow are better qualified than any advertising campaign could produce.

Consider a hospitality group in a period of falling travel demand. It can publish content for corporate clients on how to organize smaller, safer and less costly meetings, keep its loyalty members engaged with information on flexible booking and offer package rates that reflect reduced budgets. A B2B software provider facing delayed purchasing decisions can publish return-on-investment calculators and case studies that give champions inside customer companies the arguments they need to defend the purchase. A healthcare services company can offer clear, reliable information that helps patients decide when and how to seek care, building the kind of trust that endures.

In each case the common feature is that the content takes the customer's point of view. It starts from the pressure the customer feels and offers something to relieve it, and only then does it mention what the company sells.

What this means for the C-level

For the chief executive, the decision is about reputation and relationships. The way a company behaves toward its customers in difficult times is remembered long after the crisis ends, and it shapes loyalty and referrals more than any campaign in normal times. A deliberate choice to remain visible and useful is an investment in the durability of the customer base.

For the chief financial officer, the discipline is to reallocate and not simply to cut. Review the content program by what it contributes, retain the pieces that attract qualified demand and support the sales team, and redirect resources from low-value promotion to educational and consultative material. Tie the program to metrics that the finance function trusts, such as the cost of acquiring a customer and the conversion of leads into opportunities. The ICX article on six content marketing metrics for continued success offers a starting set.

For the chief marketing officer and the chief sales officer, a crisis is a time to work closely together. Content produced from the questions that sellers hear in the field is more useful than content produced from internal assumptions, and content that sellers can share directly with prospects shortens the cycle. The related article on sales in challenging times develops that coordination, and the piece on investing in ads in times of crisis explains how paid media fits with it.

How to start next Monday morning

A seasoned consultant would begin with listening. Ask the sales and service teams for the ten questions they heard most often from customers over the last month, and rank them by how directly they affect a purchase decision. Choose the three that the company is best placed to answer and commit to producing a useful piece of content for each within two weeks, in the format that suits the customer, whether that is a short guide, a spreadsheet, a recorded session or a live webinar.

Next, review the commercial offers with the finance director. Decide which flexibility the company can afford to provide, such as a staged payment, a smaller initial package or an extended trial, and write the terms clearly so that sellers can use them confidently. Then set up a simple automated sequence that delivers the new content to the relevant segments, with a clear invitation to talk to a human adviser. Review the results after thirty days, looking at engagement, the number of conversations generated and the quality of the leads, and adjust.

The whole exercise requires time and discipline more than a large budget. Its reward is a body of content that remains valuable after the crisis, since the questions customers ask in hard times tend to resurface whenever they face uncertainty.

How ICX helps

ICX Consulting helps leadership teams keep their commercial engine working when conditions are difficult. Our content marketing strategy consulting connects editorial planning to the customer journey and to revenue targets, and our inbound marketing practice ensures that the content reaches the right audience and turns attention into conversations. We implement the supporting workflows on platforms such as HubSpot. If you want to understand who you are writing for before you plan, begin with the Persona Playbook Toolkit, and see our related article on what content marketing is.

Frequently asked questions

Should a company reduce its marketing budget during a crisis?

Not by reflex. Evidence from past downturns suggests that firms that maintain their marketing investment while reallocating it to the new context tend to fare better than those that cut. The practical step is to stop spending on activity that does not help customers and to concentrate on educational, consultative and relationship-building content.

What type of content works best when customers have less budget?

Content that helps customers save, organize or justify spending tends to perform best. Examples include budgeting templates, total-cost comparisons, return-on-investment calculators and guides to renegotiating terms. These formats provide immediate value and position the company as an advisor before a sale is on the table.

How often should a company communicate during a crisis?

Often enough to be present but not so often as to be intrusive. A monthly newsletter, a regular social media schedule and timely follow-up to specific interactions are a sensible baseline. Segment the audience so that each group receives only what is relevant to its situation, and listen to the response to adjust the rhythm.

Is it appropriate to offer discounts?

It can be, when the discount is designed with purpose. Bundles, staged payments, free demonstrations and complimentary first consultations help customers with limited resources without permanently lowering prices. Define the objective, the duration and the conditions in advance so that the offer supports loyalty and does not erode margin.

If your customers are asking harder questions and your content is not answering them, the moment to adjust is before the next planning cycle. Talk to an ICX consultant and we will help you design a content program that supports your customers through uncertainty and protects your pipeline.