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因此，對於單一企業而言，內容行銷的 TA (Target Audience) 通常至少可分為三組：客戶、合作夥伴、人才。更細膩的還可以再依 TA 屬性進行更小顆粒的切割。
定義內容品牌
針對不同 TA 與不同的行銷目的，企業應考慮是否用單一內容品牌，或是切割成多內容品牌。舉例來說，Google 把自己用語言與產品線，切割成了至少 140 個內容品牌，Facebook 也把自己區分為面對大眾與面對企業等數個內容品牌。
Top-Down + Bottom-Up
既然是品牌，那麼它希望讓 TA 感受到的性格，應該要有相當明確的 Top-Down 定義。接著讓負責的同仁以 Bottom-Up 的方式去創造出能夠讓 TA 留下這般印象的內容。
Measure → Learn → Iterate
TA 是否真能留下想要他們留下的印象，當然必須透過 Measure、Learn 才能知道，接著從學習結果不斷去改進內容策略。
Earned (+Paid) → Owned
而即使內容得到很棒的互動與分享 (Earned Media)，甚至追加了推廣預算去放大 (Paid Media)，最後也讓 TA 留下我們想要的印象，這還是不夠。記得嗎？他們明天可能就會忘了你。因此，除了內容本身的擴散性與影響力，內容行銷往往也要帶入 Owned Media 的轉換，所謂 Call-to-Action。留下手機、Email，請他加入會員、粉絲團，或是訂閱頻道、電子報，甚至是請他下載你的 App，根據 TA 的屬性不同，要搭配適合的 Owned Channel(s) 去積累他們。
重點都在長線
最後，內容創造需要時間，學會用內容達到擴散效果需要時間，用內容組合讓 TA 留下正確印象需要時間，用內容行銷去積累 Owned Media 更是需要時間。內容行銷無法立刻見效，但如果長期經營得宜，積累出來的上下游自有通路能量，卻可以是極高的競爭門檻，以及對吸引優質客戶、供應商、人才產生極大的貢獻。
雖然這麼說，你可以預期不是每個企業都會全心的去做內容行銷。上市公司專業經理人往往有短期業績壓力，因此選擇馬上有效的 Paid Media 無可厚非。他們經常更換東家，主導者改變後內容品牌策略也往往無法延續。許多 CEO 也不是全然理解行銷的真諦，以及 Owned Media、Owned Channels 等這些「聖杯」的價值，因此很難長期全心的投資在慢工出細活的內容行銷上。
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