Phy-gital Roundtable: Breakfast Roundup from Germany and Netherlands

02 May '15 | Debjyoti Paul

German Shoppers: Meet Them in the Fast Lane to Phy-gital

15 January '15 | Ralf Reich

Shoppers Will Share Personal Information (But They Don’t Want to be “Friends”)

15 January '15 | Anil Venkat

Modernize or Perish: Property and Casualty Insurers and IT Solutions

14 January '15 | Manesh Rajendran

Benelux Reaches the Phy-gital Tipping Point: Omnichannel Readiness is Crucial

13 January '15 | Anil Gandharve

The New Omnichannel Dynamic: Finding Core Principles Across Industries

13 January '15 | Debjyoti Paul

Technology does not disrupt business – CIO day 2014 Roundup

02 December '14 | Anshuman Singh

Apple Pay – The Best Is Yet To Come

02 December '14 | Indy Sawhney

Digital transformation is a business transformation enabled by technology

01 December '14 | Amit Varma

3 Stages of FATCA Testing and Quality Assurance

06 October '14 | Raman Suprajarama

3 Reasons why Apple Pay could dominate the payments space

18 September '14 | Gaurav Johri

Beacon of Hope: Serving Growth and Customer Satisfaction

05 August '14 | Debjyoti Paul

The Dos and Don’ts of Emerging Technologies Like iBeacon

30 July '14 | Debjyoti Paul

What You Sold Us On – eCommerce Award Finalist Selections

17 July '14 | Anshuman Singh

3 Steps to Getting Started with Microsoft Azure Cloud Services

04 June '14 | Koushik Ramani

8 Steps to Building a Successful Self Service Portal

03 June '14 | Giridhar LV

Innovation outsourced – a myth or a mirage or a truth staring at us?

13 January '14 | Ramesh Hosahalli

What does a mobile user want?

03 January '14 | Gopikrishna Aravindan

Content Strategy – drive it to drive your business

Posted on: 19 March '12

Despite best intentions for web content management or enterprise content management, these initiatives have been known to give in quickly to millions of orphan documents, and terabytes of data and content that is distributed all over the enterprise, hopelessly outdated, buried behind several layers of folder hierarchies, and tagged in so many ways that it shows up in every search. The CMS becomes a catch-all bucket for everything irrelevant. The end result – a new content strategy initiative has to be kicked off.

In fact, there may not be a company in existence that doesn’t have “Click Here for Content Chaos” written boldly across its chest.

There is also no doubt that a small sub-segment of the Content Management strategy, i.e. Customer Facing Websites, is generally better managed than internal ones. What may make the other segments lag in performance? We’ll address it here.

Planning beyond the textbook

Every content assessment starts with questions like what the types of content are, where it is, how it is generated, who takes the ownership, who will edit it, who the users of the content are, the medium of distribution needed, the kind of governance needed and so on. We even throw in user experience angles and great web design analysis.

It looks like we’ve got it covered. Not quite. All said and done, we did a bottom up analysis if we followed the textbook. What’s needed instead is a drill down from the top. The kind of analysis that we hopefully do for our customer facing websites; we start with the “reason for existence” and “purpose of life” questions, carefully planning data, tools and material to meet the needs of customers who we wish would instantly take the actions we want them to take.

Three rules surface:

  • The first rule: Don’t call users “users”. Call them customers. Their use of your CMS should “earn money” for the organization. If not, reconsider the project.
  • The second rule: Don’t expect them to come because you built it. Provide them value so they will come on their own. Always assume that the reason for lack of adoption was a failure in making a viable product or marketing it, not customer training.
  • The third rule: Start a war for the attention and money of your customers. Win it square and fair by showing value added, not because your boss issued a whip.

These rules work because you commit to not taking anyone for granted; some examples include:

  • Do sales people in your team get contextual product updates pushed to them before they go the customer or do they have to spend valuable cycles getting the right material? Does their meeting with the customer flow back into your offerings or is a negative outcome simply buried deep within the CRM as “lead not qualified” and forgotten?
  • Does the team making a software release have to create a pile of new documents or can they update existing documents knowing they are the latest? On the same note, is that important information in a user friendly updatable format?
  • Are your customers getting what they want from your website? Is your web analytics data buried in PDF documents to be evaluated for action every six months or is it getting used every day to make your site better?

Every user is a customer. Start a war for their attention and money. You’ll be amazed at what you discover.

Defining hard metrics

Every good content strategy should define business facing metrics.

The right metrics(depends on your business)  

  • Percentage uplift in sales lead conversion
  • Percentage decrease in call handling time for call centers
  • Percentage reduction in incoming call / email volume from customers (careful about this!)
  • Percentage decrease in software implementation costs
  • Percentage reduction in campaign rollout time
  • Percentage increase in campaign conversion rates
  • Percentage increase in web traffic and conversion, etc.
Insufficient metrics 

  • Adoption
  • Percentage of new content
  • Percentage of content views
  • Volume of comments
  • Increase in content by category
  • Increase in categories of content, etc.

Do you notice the difference? We deliver what is being measured. Yes, in most cases the linkage to business P&L can be derived, but why settle for indirect. Indirect linkage means that your focus on business is implicit. Make it explicit. Take the risk. Be accountable. Show the results and get a better bonus for everyone.

It also helps to categorize the metrics:

  • Operational Efficiency
  • Top line impact
  • People (retention, training, knowledge management)
  • Future orientation (emerging trends, competitive analysis), etc.

Holding people accountable

Branding your users as customers doesn’t absolve them of responsibility. Unlike external customers your user turned customers owe you and their own performance, their inputs.

Building up a well-oiled business machine, means integrating content with business processes and triggers. Your customers are expected to provide you insights into those aspects but you are accountable for integration. The beautiful fabric that is knitted together with a harmonious design is your creation. It draws in your customers and develops into a self-sustaining ecosystem. Adoption within an ecosystem further fuels adoption which in turn drives the stated metrics.

Finally, content is not just blogs and documents, but data too. Marriage of business processes, and any information related to the processes, is enterprise content management. Don’t limit the scope. You may indeed have a road map based on resource constraints, but the road map should have the right milestones. If the road map vision is limited by currently available resources (time, money, information) then accountability suffers, and you can safely say goodbye to the investments being made.

Taking a vacation – maybe not

You created a self-sustaining ecosystem. Take a break, enjoy, and then get right back to fixing it. Because that’s the one constant – change.

Mindtree Blog Archives

Mindtree blog Archives are a collection of blogs by various authors who have independently contributed as thought leaders in the past. We may or may not be in a position to get the authors to respond to your comments.

  • Brajendra Rawat

    Fancy article, discrediting data provided by the user can put operational structure in place for short term, but if I need to develop a new product and I need to understand the nerve, I definitely need volume of comments, view, clicks and perhaps somewhat chaos too. I won’t run a company for operational efficiency but for market share, and for that everything in wrong metrics is more important for me than the right metrics. Cruel, isn’t it. Understanding “customer” needs much more than complex software.

    • Brajendra, those metrics are no doubt important. And of course you will measure what you want to improve. An important goal of external facing content sites is to quickly get engagement. How that engagement drives revenue is of course the next step which is where the other metrics will come into play (what kind of comments are we getting, from where, what content is resonating better, what kind of ads are those generating, how is the conversion improving if it applies, can we place more targeted / higher value ads etc). These will then take you into sourcing the right content and then into operational aspects etc.

      Notwithstanding that, this article focused on intranets. For your scenario, that would be on how intranets (and CMS) can help drive more traffic of the right kind and help customers take the right action. For example, the data we may be concerned about would be: where are your web analytics metrics stored, how are they used, how do we generate trends of impacts to traffic because of changes we made (causal analysis over time and other dimensions). Then the metrics on the left will be required to prove your ROI in that intranet/CMS investment. In fact the metrics you indicate will be the driving factor for the internal content. For intranets, (as with some external sites), there is a tendency to miss the forest for the trees.

  • Dmitry M

    Interesting article, thanks for your insight!

    • Cafer

      Good story! I also believe that many co’s and magarens do not dare change their metrics. They have sold them for a long time and they achieve satisfactory results (or at least they can make believe they do). Few people dare to take it to the next level.Also, the Service Experience does not flourish with single focus metrics. The time you need to close a ticket can be a good metric if at the same time you measure how many repeat tickets you get (from the same customer) and aim to get the repeat percentage down as well. The latter should come first (learn how to solve effectively) and then close them more quickly (not loosing out of the first one).Another metric you should also track (and aim to improve) would be the average number of tickets per customer or product/service sold, including target yourself to reduce significantly every year. This ties into getting rid of the root cause of the ticket itself, since it is always best not to have to service at all.With your own words: easy to say, takes a lifetime to master..

  • Erick

    path to loyalty has to have all these eltnmees.a0 Managed Experiences. Appropriate Metrics.a0 Right Customers.a0 When you can make them all work together, you are on your way. Align you