Technical article
Content strategy – successful information management
Content development remains broadly misunderstood even within the marketing community, let alone by the general run of business managers who frequently believe this is a simple process within the means of employees. We respectfully argue that this is rarely the case.
An effective website should be more than an electronic brochure. It must supply answers in ways that meet the needs of the visitors Therefore, the site must provide the “reasons why” the goods and services offer value as they perceive it. The better the content on the website, the more it will convey credibility and be more likely to turn interest into action. This situation is just as valid for small businesses as it is for corporate giants. In fact, quite small operators can compete favourably if they present their case professionally. Well-written content can deliver results better than many more sophisticated techniques.
There are significant benefits in providing consistent information across all facets of the business – not just the website so ensuring a continuum between the website message and point-of-sale merchandising seems only logical where the information remains a critical factor in product selection and purchase.
A contemporary understanding of the characteristics and mindset of the target audience are fundamental when compiling and presenting information in the right terms and “tone” to suit the circumstances and to combat the messages of competitors.
Content versus information
it can be argued that “content” is far too vague. The term can mean almost anything and without relevancy and structure what is communicated can become meaningless and even counter-productive. It seems that some developers think that filling the page and making it visually appealing are the only criteria that drive the marketing communication process.
Information” as a description at least starts with some hope of being meaningful. While the “look and feel” of a website (or brochure, advertisement etc) has at least one function of creating a positive perception of the supplier, it is the information content that must engage interest and provide knowledge to the recipient. If it fails to do so, it is most unlikely to achieve the objectives of triggering some positive action, like joining as a member, accepting a promotional reward, or making an actual purchase. Such objectives need to be defined, quantified and prioritised as the basis for strategy – an elementary starting point.
Categorising information by user-needs
It is too easy to make assumptions about the importance and relevance of information, especially when these are made on the basis of familiarity with one’s own business and customers. Actually, there is a strong case for an objective, professional appraisal of the characteristics and information-needs of each and every category of “stakeholder” likely to be affected by the communication process. This is done by creating a matrix of stakeholders, their relationship to the business, their main characteristics, the information they need (or is desirable for them to obtain) and what prohibitions or controls might affect what and how the information is communicated. Just because a “stakeholder” is not a prospective customer is no reason to ignore their information needs. Employees, resellers, agents, financiers, media are just a few of the stakeholders to whom the provision of relevant and useful information can create positive outcomes. The key here is relevance and how the information is structured to get what is needed to the recipient in the most appropriate way. This last factor also should define the tone of the language so that it resonates with the user-characteristics.
Public vs proprietary information
Information does need to be managed. Frequently, information in the public domain can be of considerable value when it is used to boost perception of expertise and credibility. For example, tables of industry data, standards specifications and so on are not hard to find, but not all stakeholders will know where to get them and it adds to the body of knowledge if it is made available in the right context. Obviously some common sense is needed in selecting what is adopted and it may be best to provide links to it rather than embody it in the general body of content. Simply dumping information without any sensible structure may cause irritation through overload on the part of the viewer. Every stakeholder should be able to “drill down” from the general to the specific, via whatever controls are appropriate.
Commercially sensitive information should not be placed where it may be misused but this is overcome simply by structuring where are how it is made available by applying whatever login or other tools are relevant.
It is worth considering too that providing a comprehensive body of knowledge goes a long way to safeguarding the integrity of the approved business strategy. If the information is made available in a usable format, it is less likely that some well-intentioned individual will “invent” their own version, invariably in their own fashion with errors and nuances that may be at odds with overall business policy.
Information management as a science.
By way of conclusion, the message of this article is that “content” is too vague, whereas structured information is an integral part of the process of effective communication. Adopting this approach does not eliminate the art of writing, but greatly assists by providing a defined framework.
Ultimately, it will be a decision of management whether the appropriate objectivity, discipline and skill sets exist within the organisation or whether external professional expertise is justified. If the latter is considered, it is strongly recommended that the “fit” of the professional with the category is a strong factor in selection so that the characteristics and needs of the stakeholders are matched with the ability to communicate effectively. It may be foolish to engage a "web designer" whose experience relates solely to some arcane consumer category