NNIT

Thought leadership via strategic content

Contact person

Contact Uffe Lyngaae for further information about this case.

Services

  • Content marketing
  • Social media
  • Distribution campaigns
  • Google Ads and Social media advertising
  • Animated video
  • Interviews
  • Podcast
  • Graphic design
  • Sparring and advice

Developing content for NNIT, one of Denmark's leading IT service providers, is no easy task - but it's always exciting! For example, we get the chance to delve into topics such as robotics, digital transformation, and the compliance challenges of life science companies. 

From texts to full-circle content
What began as individual product texts and cases has developed into a close and positive collaboration. Together with NNIT, Publico digs deep into the skills toolbox when we tell the many good stories from this 3,000-strong organisation with offices in six countries.

The focus is to develop content that supports NNIT as a thought leader in their markets. For example, we helped transform NNIT's annual Expectations Barometer - which via an online survey takes the pulse of a specific IT theme - into a real content marketing machine with ongoing trend articles and social media distribution. We have also transformed the annual compilation report from a simple reporting exercise to a content offer that highlights NNIT's role as an international expert. 

Distribution from start to finish
We have also assisted NNIT in the development and operation of a distribution strategy that pushes the right content out to the right people by following a strategic advertising plan. This has optimised NNIT's visibility as a strong, international IT service provider. In particular, we have driven distribution on LinkedIn in the form of both organic and sponsored posts, which has ensured a solid lead generation for meeting bookings and webinars. In addition, we use Google Ads and continuously measure the success of our efforts to ensure that we are hitting home with the right messages to the right leads.

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