It took the Web, where content is the front door to products and services, where reputation is based on reviews, and where it turns out that accuracy and quality of content regularly sways reviewers, to turn the tides on content. The idea that content contributes to the bottom line is no longer a novel idea. I can’t really blame management for their skepticism; after all, what has been rather thin in public discourse about the benefits of content is the actual ROI.

It’s easy to understand that discussing the ROI of content can be a little fuzzy. Content comes in many forms, and affects the bottom line in complex ways. Also, ROI can different things in different industries. In the private sector, the ROI of content may mean its contribution to profitability. In the public sector, the ROI of content likely means efficiency of delivering services. In both cases, content projects may be measured against IRR (Internal Rate of Return) – the amount of savings realized by investing in content processes.

Key Performance Indicators

To understand how to measure content ROI, we need to discuss in a general way what content is intended to do. The common goal of any content is to change behaviour. Here are a few ways that content can accomplish that:

• Persuade consumers to purchase a product, through a description of benefits and explanation of features.
• Persuade constituents to respond to issues in a particular way, by explaining the issues and offering suggested responses.
• Reduce service calls by anticipating queries and ensuring that sufficient and accurate content is available.
• Allow the public to get answers to questions or problems in a self-serve  way, by providing helpful information.
• Increase engagement, whether that is constituent engagement or customer engagement.

In each of these examples, the behavioural change resulted in a benefit to the organization, whether it is to sell more products and reduce service calls, or by helping constituents be better informed or fulfill their civic obligations.

Business Drivers

The most common motivations or business drivers, expressed in very general terms, are:

• Increased revenue. Does the content help generate sales?
• Brand loyalty. Does the content help manage organizational desirability – whether that be to increase corporate trust in the private sector, or public trust  in the public sector.
• Risk management. Can accurate, quality content minimize inadvertent product misuse or minimize risk of lawsuit?
• Extension of market. Does the content allow the organization to extend to new markets?
• Operational efficiencies. Does the content reduce the number of customer support calls or make some operational aspect more efficient?
• Process efficiencies. Does a particular publishing process reduce the cost of content production?

Examples of ROI

How does this play out in terms of hard costs? Measuring ROI can be tricky because there is not always a direct cause-and-effect relationship between publishing information and seeing results, so figuring out how the benefits are manifested takes keen observation and a willingness to look at all types of content and multiple types of benefits. Take a look at some examples that I’ve come across in the last year or so.

The Los Angeles Department of Water and Power was cited by the Content Marketing Institute as reducing costs drastically by changing the way that they presented content to consumers. This organization noticed that an average of 30% of their 4 million annual service calls were about a single problem: customers could not figure out their monthly bills. The average customer service call costs $25 (the range is from $5 to $50), so reducing the number of calls  means reducing 1,200,000 calls. Even after calculating the investment to rework the content, presenting it to customers in a way that increases their comprehension could mean a significant cost savings – a modest estimate would be upward of half-a-million dollars.

A company that creates processing solutions for community banks calculated that a change to their publishing processes, which allowed them to promote collaborative authoring by a number of authors, track content use across multiple products lines, and to re-use content more efficiently, saved them over $100,000 within the first year, and allowed them to significantly increase their production capacity.

A company that manufactures small utility vehicles reported that at least once a year, someone would misuse one of their vehicles in a way that would result in a lawsuit. The average lawsuit was $4 million, with 25% of that automatically involving the manufacturer.  These lawsuits happened no matter what content they produced – there will always be someone who is determined to drive a vehicle recklessly – but because of the quality of their documentation and fanaticism about accuracy, the manufacturer had never lost a lawsuit, for an estimated $1 million savings annually.

When a municipality offers leisure courses, they find themselves competing with the private sector for popular offerings, such as fitness classes, sports sessions, and children’s activities. It reasons, then, that they stand to lose more revenue if they don’t offer up content – descriptions, prices, locations, schedules, and so on – that ranks high in search engines, and allows people to find the leisure activity according to their particular criteria: the course they want, in the location they want, at the time of day they prefer, at the price they find acceptable. The ROI is highly situational here, and depends on a wide range of factors, but the potential for revenue – or loss of revenue – makes a direct link between content and ROI.

The performance that organizations gets from their content continues to be affected by the amount of effort they put into its production. The effort begins with a content strategy; the success is in its implementation.

This list is organized arbitrarily by broad category. Hey, my blog, my rules. And what you can do, gentle reader, is add your favourite books to the comments section. More reading, more knowledge!

Planning and Design

Harnessing Complexity (Robert Axelrod and Michael Cohen)

Managing Enterprise Content (Ann Rockley)

Content Management Bible (Bob Boiko)

Document Engineering (Robert J Glushko, Tim McGrath)

Content and Complexity (Michael J Alberts, Beth Maxur, eds)

Designing e-Learning (Saul Carliner)

Information Design (Robert Jacobson, ed)

User Experience

Understanding Your Users (Catherine Courage, Kathy Baxter)

The User is Always Right (Steve Mulder and Ziv Yaar)

Paper Prototyping (Carolyn Snyder)

Why Software Sucks (David Platt)

Handbook of Usability Testing (Jerry Rubin, Dana Chisnell, Jared Spool)

Storytelling for User Experience (Whitney Quesenbery, Kevin Brooks)

Observing the User Experience (Mike Kuniavsky)

Subject to Change (Peter Merholz, Brandon Schauer)

Rocket Science Made Easy (Steve Krug)

Simple and Usable (Giles Colborne)

Do Good Design (David B Berman)

Built for Use (Karen Donoghue)

Mental Models (Indi Young)

The Inmates are Running the Asylum (Alan Cooper)

Practitioner Guides

The Web Content Strategist’s Bible (Richard Sheffield)

Elements of Content Strategy (Erin Kissane)

Letting Go of the Words (Ginny Redish)

Content Strategy for the Web (Kristina Halvorson)

Creating the Perfect Design Brief (Peter L Phillips)

Business Process Mapping (Jacka Keller)

Request for Proposal (Bud Porter-Roth)

Managing Knowledge (Wayne Applehans, Alden Globe, Greg Laugero)

Managing Your Documentation Products (JoAnn Hackos)

Techniques for Technical Communicators (Carol Barnum, Saul Carliner)

Sister Bernadette’s Barking Dog (Kitty Burns Florey)

The Accidental Taxonomist (Heather Hedden)

The Visual Display of Quantitative Information (Edward Tufte)

Envisioning Information (Edward Tufte)

Wordsmithing for Effect

Clout (Colleen Jones)

Neuro Web Design (Susan M Weinschenk, PhD)

Content Rules (CC Chapman and Ann Handley)

Get Content, Get Customers (Joe Pulizzi and Newt Barrett)

Content Nation (John Blossom)

Curation Nation (Steven Rosenbaum)

Predictably Irrational (Dan Ariely)

Delivering Happiness (Tony Hsieh)

Branded Nation (James B Twitchell)

Call to Action (Bryan and Jeffrey Eisenberg)

Intercultural Communication (James W Neuliep)

A Practical Guide to Localization (Bert Esselink)

International Technical Communication (Nancy L Hoft)

Metadata and Delivery

Audience, Relevance, and Search (James Mathewson, Frank Donatone, and Synthia Fishel)

Search Engine Visibility (Shari Thurow)

Metadata Solutions (Adrienne Tennenbaum)

Killer Web Content (Gerry McGovern)

Wiki (Alan Porter)

Introduction to DITA (Jennifer Linton, Kylene Bruski)

User Engagement

Conversation and Community (Anne Gentle)

Here Comes Everybody (Clay Shirky)

SocialCorp (Joel Postman)

Sway (Ori and Rom Brafman)

The Thank You Economy (Gary Vaynerchuk)

Radically Transparent (Andy Beal, Dr. Judy Strauss)

Crowdsourcing (Jeff Howe)

Participating in Explanatory Dialogues (Johanna D Moore)

This deliverable is The Pitch. It is what makes clients – external or internal – understand why they need it, what it is, how it brings benefit, who will benefit, who will bring the benefit and how, and what the mechanics are of what needs to be done in order bring those benefits.

Marketing communicators turned content strategists are pretty good at the pitch; justifying the benefits of efforts spent is part of the job. For other communicators, this way of thinking may not come naturally. In the technical communication realm, for example, there have traditionally been clear delineations about the work produced: a manual, help files, and perhaps text to the translators.  Making the case for content strategy is entirely new territory. For content strategists with a more technical bent, it’s hard to move away from explaining benefit in tactical terms – “the output will be interoperable with other XML schemas,” for example – and expressing ROI in terms that management will understand.

There have been numerous articles, presentations, and other resources produced on the ROI of content strategy, but it all comes down to the same core thesis. Making the case for content strategy is all about demonstrating the value it will bring, to help organizations meet their business objectives.

What impressed me about this particular method of content planning was not just the identification of personas, which are essential to any content strategy, but the identification of personas within the sales cycle. In a B2B context, this is important because the person who wants a product may not be the person who approves the product or the person who does the purchasing. And at each stage of the buy, there can be different tensions that need to be balanced to keep the buyers tracking on your product and not a competitor’s.

Content Mapping Process and Templates

The limitations of this particular mapping process is that, in my opinion, it ends with the buy. It’s only one conceptual step out to extend the process to the entire customer relationship cycle. We know, or should know by now, that what was traditionally deemed “post-sales” content is often considered as part of the adoption process. So adding post-sales material, such as user assistance content, social content, and user-generated content, to form an integrated process that brings the process more toward a customer conversation.

I’ve just moved into a new place, which comes complete with a gas fireplace. I was told by my landlords that using the gas fireplace to warm the lounge area would be cozy and economical, so I pushed the button on the remote control to start up the fireplace, which was set to 74F, took some painkillers, and promptly fell asleep on the sofa. When I awoke, the temperature hovered in the low 80s, and I couldn’t figure out the right button combination to turn the fireplace off, and within a half-hour, the temperature was climbing into the mid 80s. As I couldn’t get in touch with my landlords, the next best thing seemed to be to find the information on the manufacturer’s site.

The site was completely geared toward sales. There was no telephone number to contact anyone, and the customer support side was rather anorexic. I sent off an email using their contact form, with little expectation that anyone would get back to me, as the form was also geared to sales – or at least knowing details such as the model number (and I wasn’t about to start poking around a very hot hunk of cast iron). There were some downloadable manuals, that in my fevered state made little sense, and even in my current non-fevered state, I realize now, didn’t have the information I needed.

The poor user experience continued, even after some creative searching turned up company with a phone number in the same area code as me. So do I have incredibly bad luck, or is this problem more widespread than should be, considering that the Web has been around for more than a decade? Where is their knowledge base, their forum, or at least a FAQ page? I am, after all, used to using new Web services, where  self-serve is the norm. I had every incentive to look for the information, if it were there. And in this case, where I was literally dealing with fire, I expect some sort of emergency line to get a much-needed answer.

According to Jeffrey Tarter, Executive Director of the Association of Support Professionals, “Tech notes should be the heart and soul of a great Web support site.Yet painfully often, users encounter a tangle of hard-to-understand, poorly maintained knowledge base documents that fail to solve their problems–and may even discourage users from ever coming back to the site. In fact, many knowledgebases were originally written for internal use by support reps, not customers, and hardly anyone ever seems to ask: Is this approach really working for us?”

I can answer that. No, it’s not working. It’s not working for either party. As a customer, the experience left me cold. I certainly wouldn’t buy from them, and could never recommend them in good faith. As an industry professional, I can’t imagine it’s pleasant or productive to have irate customers calling for information that support staff are ill-equipped to answer.

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. 

Layers of content on a website

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.

HAPPY BIRTHDAY, RAHEL!
It may not be the coolest thing to send gift certificates as birthday presents, but:
1) There aren’t many same-day delivery gift options.
2) All online gift-selection guides are too narrow minded and in a dire need of some faceted taxonomy: a woman our age can only be a domestic diva, country clubber, or super grandma, and a geek can only be a young dude; there’s no way to find something for a geek grandma.
3) I hope you’ll enjoy browsing the product catalogue.

Most consumers wouldn’t articulate the problem as clearly as my taxonomy guru colleague. I’ve had this frustration for years, starting with becoming a grandmother at age 40, and finding myself represented in the media by 80-year-old white-haired, hunch-backed women in rocking chairs, their knees covered with shawls. Well, it’s more than a decade later, and I’m in the gym three times a week, working out with my personal trainer, and watching my media alter ego get a little younger and a little more active, but mostly, I’m supposed to be verging on arthritic or incontinent and see lots of medical professionals to fix me up when I’m not in discomfort on the golf course. On the other hand, at least I’m now being shown on a golf course instead of in a rocking chair!

In all fairness, there are a few posts for geek grannies – there’s even a link to a spoof video of a gangsta granny (again, hunch-backed and white hair). I was thinking more along the lines of Goldie Hawn or Kathy Bates.

Given that I’m working on a couple of design projects for fitness-related, health-related sites, these observations hit closer to home than usual. I suspect there needs to be more middle-aged women in advertising, design, and related fields, as our perspectives can show how different the landscape looks from this side of 50.

What a great concept. I’m going to make 2009 my own year of creating unexpected value. What better way to create a great user experience for those who deal with me in a professional capacity?