The definition of content strategy, according to Wikipedia, is “a repeatable system that defines the entire editorial content development process for a website development project.” This definition, not surprisingly, is taken from the The Web Content Strategist’s Bible, by Richard Sheffield. While there is no explicit connection of Web copy to marketing copy, the implication is that Web sites are marketing sites.
I would argue that, depsite the perception that websites consist of marketing content, for many sites, the marketing content is only the top layer – the icing on the cake, and what supports that top layer is a substantial amount of technical content – the cake itself.
That technical content is often far more valuable to the corporate or product brand than the persuasive content. In doing user research for one client in particular, a manufacturer of power generators and inverters, I saw how guys used their site. Consistently, they would bypass all of the marketing material and go right for the specs. (Of course, before the site revamp, a lot of the specs were missing or buried in a PDF in some obscure area of the site, but that’s a whole other story.) They knew what inverters did, and what to look for, and went directly to find what was, to them, the important piece of information.
In effect, the technical specifications were the marketing material; if the inverter had the right oomph to it, that’s what the users wanted to know. And had the content been wrong, had the inverter been used with some disastrous results, then the ensuing fall-out would have become a marketing problem. The artificial siloing of content between organizational departments – marketing, techdocs, training, support, engineering – is reminiscent of the discussions we had about information arhcitecture, some 8-10 years ago. The difference is that for many organizations, these larger silos have become de facto standards in which they bucket their information for consumers. They assume that when a content consumer arrives on their site, they want to see a certain type of content. They try to funnel the user through their site navigation or constrain the path to the cash register. But if you look at the way consumers actually use a site, you can see that they will not be constrained. In this case study, Jakob Neilsen reveals that consumers will breeze past the feel-good content and head right for the techincal information, product reviews, and other information pertinent to their decision-making process.
The content that was sought out by the consumer, in this example, is probably produced by a department that publishes to multiple channels, not just the Web. Their content strategy likely has to take into account single-sourcing for print as well as Web, and other channels such as training materials (possibly print, e-learning, and a Web output), manuals, product data sheets, and other end products. The Web is but a slice of a greater strategy. When we talk about content strategy, then, my contention is that the type of content we include in the definition needs to broaden beyond Web content, as does the recognition that the content, even if just for the Web, includes not only persuasive content, but instructive/informative, user-generated, and even entertainment content.
- Rendering Content in the Manner It Deserves
- Managing Content in the Manner It Deserves
- Friends don’t let friends treat content like data
- What content strategy can learn from The Big Bang Theory
- When technology is no longer disruptive, but confounding
- Content strategy and design thinking
- The Summer of DITA becomes The Autumn of…?
- Authoring in DITA: the good, the bad, and the sometimes ugly
- DITA Maps and the Real World
- A Standard for Exchanging Stories – Meet DITA Maps
- Content classification and findability
- Content development
- Content management
- Content strategy
- Information design and usability
- Professional development
- Social media
- User experience