The retail consumer is a working mom on the go –
utilizing her mobile phone to find the closest retail store to pick up
school supplies for her children. The retail consumer is a self-proclaimed techie
– he would never buy a new device without recommendations and reviews
from his fellow-gadget lovers and tech bloggers. The retail consumer is a
20-something, always-connected mobile consumer – she spends hours every day on social networking sites including Facebook, Twitter and Pinterest
to share stories, likes, reviews and even locations with a network of
friends and family.
The retail consumer is smarter than ever,
always-connected and expects a localized, personalized omnichannel
shopping experience across every social platform, retail site or store
that is convenient for them. You know this. We’ve been talking about
this for years and there is no fighting it now.
Just a few years ago, the shopping experience didn’t involve the same
technologies it does today. We’re going through a revolution of sorts
filled with disruptive, marketing-powered technologies allowing us to
truly enhance the socialized, localized shopping experience for the always-connected,
mobile consumer. But which retailers have made the best efforts to
optimize their marketing, merchandising and customer service for this
empowered shopper?
At the recent Retail Business and Technology Expo in London, I presented my top ten omnichannel, SoLoMo-embracing
retailers. My list included Apple, Gilt Groupe, Tory Burch, American
Eagle Outfitters, Express, PacSun, Nordstrom, 1-800-Flowers, and one of
my favorites – Guitar Center.
While many of us have heard or read about how innovative some of
these retailers are in terms of all things social and mobile, there was
one particular example that the High Street retailers in the UK seemed
to embrace from my presentation. That retailer was Guitar Center.
Most recently, we were proud to feature Guitar Center executives Steve Zapf and Kirit Sarvaiya, on the Shop.org First Look Track stage at Retail’s BIG Show to share how they harness the power of 220 stores and over 4,000 store associates to win web shoppers in a local market.
In their presentation Guitar Center discussed how they differentiate
and thrive in the competitive retail environment. Going one step beyond
added features including pick up in store and return-to-store for online
purchases, Guitar Center used their number one asset: their
knowledgeable, local store associate (4,000+ of them) to marry all
things digital to the in-store experience.
To compete in this new age of retail, Guitar Center launched store microsites
for stores all over the country. These sites featured store
information, maps, local event calendars, local store ads and
spotlights, and most importantly – a feature to “Find an Associate”
within a specific store. Not only did Guitar Center feature all of their
associates with individualized profiles, but they went to the next
level to categorize them as an expert within product categories. These
store associate profiles highlighted musical interests, favorite
instruments, gear recommendations and more.
Why did this literally rock? These store associate profiles can be
viewed by customers looking to complete product research, ask specific
store associates questions, and can help drive traffic to the store AND
to the site. Utilizing their number one asset all over the country,
Guitar Center has married the in-store experience and e-commerce for the
social, on the go consumer. They were my ideal example of omnichannel
differentiation at its finest.
Omnichannel? It’s not just another buzzword. It is the word that
encapsulates what retailers should aspire to be for their customers.
Omnichannel is all about letting customers experience a brand, not a
channel within a brand. Omnichannel at its best? You can find it at
Guitar Center, where they have given a microphone to the influential
voice of their store associates… at local stores all over the country.
Thursday, April 5, 2012
Wednesday, April 4, 2012
Organizational Challenges for UX Professionals
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Published: April 2, 2012
“A great organizational culture is a necessity if we are to create great products.”
In many organizations, there is a very high turnover
rate for Directors of User Experience—just because an organization’s
culture is broken. We recognize early on that many product problems are a
direct reflection of cultural difficulties, but sometimes there is no
way to change them.
A great organizational culture is a necessity if we are
to create great products. In this article, I’ll discuss some ways in
which organizations fail because of their cultures.
Talking to Customers Isn’t a Part of an Organization’s Culture
“No matter what your process is, your organization’s goal should be to have a clear understanding of your customers.”
Whose fault is it? It’s the organization’s fault.
No matter what your process is, your organization’s
goal should be to have a clear understanding of your customers. This
means customer visits or remote user interviews using Skype video and
screen sharing or simple phone calls. If you fit the profile of
the target audience, you can design for yourself, but beware of doing
this if you don’t belong to the audience for a product.
There is no excuse for this organizational failing; no
one should design a product in a vacuum. The assertion that “we
shouldn’t show customers the product because competitors might see it”
is stupid. If you’re creating a new product for which the barrier of
entry is so low that a customer could steal the idea, maybe you
shouldn’t be in that market.
Great organizations have a clear vision for customers.
Your organization should work hand in hand with customers. This is an
issue of organizational culture. It should be ingrained in your culture
that talking to users is not only expected, but rewarded.
Manufacturers of physical products do extensive studies
of their customers to maximize their profits. Supermarket store design
is a great example of this, particularly the design of customer flows.
Why don’t technology firms do this?
Leadership Doesn’t Have a Clear Vision
“If a company’s direction is always
changing, and they don’t have a clear vision of where they are going,
there’s no way that they can build great products.”
“This week let’s build a comment system.”
“This week we’ll do ecommerce!”
If a company’s direction is always changing, and they
don’t have a clear vision of where they are going, there’s no way that
they can build great products. Achieving successful product management
and user experience is highly dependent on understanding the context of
the user. If that context is always changing, there’s no way to build an
effective user experience.
Vision is hard to define, but not as hard as you might
think. There’s an anecdote about a couple of MBAs who started a
business. They did extensive research and pricing studies and spent lots
of money on ever-changing priorities. Eventually, they sold the company
to a small business owner who had a simplified vision of how to run the
company. Under the new leadership, the company sold its products for
twice as much as they cost and provided great customer service. The
business became wildly successful.
Creating great products isn’t as hard as you might
think: becoming clear about what you’re providing to users is about
listening to them. That’s it.
Leadership and the Design Team Don’t Share the Same Vision
“If leadership doesn’t believe their design
team can build a product that can grow the business, they need to make
changes to the design team.…”
I’ve seen email messages from CEOs who were intent on
hijacking the design process or going around design leadership to ask
their go-to guy to make changes to a product design. This is toxic
behavior and reflects poorly on leadership because it demonstrates that
they have failed to build a design team that they can work with
effectively.
If leadership doesn’t believe their design team can
build a product that can grow the business, they need to make changes to
the design team, not ask for a button in another color. The best
designers work hand in hand with management to understand their vision
and translate it into a viable product. If management can’t articulate a
vision that is consistent with the needs of the market, this creates
great conflict.
In truly great organizations, vision bubbles up from
the lowest levels, then management synthesizes and articulates a clear
product vision.
The Design Team Hasn’t Laid a Sound Foundation by Establishing a Design Process
“A good process ensures consistency across
all of your products and drives you toward a consistent product vision
for your users.”
Sometimes that might not be such a bad thing. You might
need to get a feel for where you need to go by creating a bunch of
wireframes. But wireframes are the end-product of a lot of other UX
design tasks and are just one part of the design process. They provide
documentation for your design projects, allow you to articulate your
design ideas visually and functionally, and let you communicate your
ideas to multiple audiences, including management and engineering.
I’ve seen design teams fail because there wasn’t a good
foundation for the final design vision. Good designers should have at
least a rough idea of where they are going, even if their destination
could change.
A good process ensures consistency across all of your products and drives you toward a consistent product vision for your users.
The Designers on a Team Aren’t on the Same Page
“Creating a collaborative culture is very
important when building a design team. When designers work together they
can achieve great things.”
I’ve worked with visual designers who refused to
collaborate or whose idea of design was to throw mockups over a wall. In
one particular environment where I worked, the visual designers
completely changed the layouts and, thus, the workflows represented in
the wireframes, disregarding the deep thought that had gone into the
work.
While the personalities of the designers on a team may
be very different, they should be able to work together toward one
common goal: the success of their company. Here’s an example of teamwork
from the world of baseball: During the early 1970’s, the Oakland As
were a complete mess off the field because of personality differences.
But on the field, they had one goal: winning the World Series. And they
did win it three years straight, in 1972, 1973, and 1974.
An Organization Doesn’t Allocate Its Resources Properly
“Many organizations believe that the answer
to building great engineering and product teams is to hire more
engineers. I’ve found the opposite to be true.”
Many organizations believe that the answer to building
great engineering and product teams is to hire more engineers. I’ve
found the opposite to be true. I’ve worked on a lot of smaller teams
that were able to build great products by following streamlined
processes, maintaining proper staffing levels, and hiring resources with
the right skill sets.
I’ll give you an example: the best team I ever worked
on had a ratio of three developers, one visual designer, one product
manager—that was me—and one quality assurance engineer. We were able to
do enough requirements gathering to keep the developers busy, no one
worked overtime, and we created a product that is still profitable today
as a small business.
If the ratios or skill sets of resources aren’t right, a
team cannot work efficiently. When there are too few designers,
developers sit around waiting, with nothing to do, and the designers are
grossly overworked. When there are too many designers, they produce too
much documentation, so the developers don’t know where to start.
Finding the right balance is like tuning the engine of a racing car: too
much or too little and the engine runs inefficiently. Getting the right
mix means winning the race.
An Organization Encourages Feature Creep
“Product management should work hand in hand with user experience. They should work together not only to decide what should be in a product, but also what shouldn’t be in a product.”
Constraints are our friends. We shouldn’t have to try
to “ice skate in a phone booth,” but great teams realize the limitations
and constraints of their environment and work within them. That’s the
core of designing for mobile first: understand exactly what a user’s
minimum needs are, then build a product to satisfy them. That’s one of
the core premises of agile development: iterate to a final product
within the constraints of your organization. If you force hard
decisions, you’ll end up with a better product.
Poor product teams and UX teams don’t understand
restraint, and they suffer because of this. Projects are rushed,
wireframes undergo endless revisions, and nothing ever gets done at a
level of quality that anyone is happy with. It’s in everyone’s best
interest to focus on what you can do rather than some mythical and unachievable goal.
There’s No Effort Dedicated to Fit and Finish
“The fit and finish of a product … reflects directly on the team that built a product.”
That’s the rub: users will continually expect better
and better user experiences as the Web matures. This includes the fit
and finish of a product, which reflects directly on the team that built a
product. Apple goes to great lengths to build products that feel
complete. Most companies don’t produce products at that level, and the
market reacts appropriately, declaring such products to be commodities.
Lack of attention to the details of a product reflects
directly on how organizations perceive the expectations of their
customers. An example: For many years, American automakers weren’t
dedicated to the goal of refining the fit and finish of their products,
and their customers reacted accordingly.
You must take the greatest care from the initial design of the user experience to the final implementation of its details. Customers notice when a product team doesn’t take the time to take it all the way to the finish line.
Cart remarketing: The secret behind online conversion
How
would you like to add real dollars to your bottom line? Increase
conversion? Boost sales? Bump up that AOV? Of course you would. Now, ask
any retailer what their top three barriers to conversion and sales are,
and you are sure to hear “shopping cart abandonment” somewhere on that
list.
What’s the connection? In two words – cart remarketing. SeeWhy did some research and found that:
We gathered several experts – Charles Nicholls of SeeWhy, Charlie Cole of Lucky Brand Jeans, and Nancy Miller of Woodcraft for the latest Shop.org Webinar, “Shopping Cart Abandonment Research and Insights”, broadcast on March 28, 2012. While I couldn’t possibly capture in one blog post all the great information and lessons that the panelists shared, here are a few highlights to whet your appetite and entice you and your team to listen to the playback today.
Cart abandonment may be at an all-time high… At first glance, the industry benchmarks aren’t encouraging: the current average shopping cart abandonment rate is 72%, according to Nicholls. Brace yourself: that number is only likely to increase as consumers continue to change. Among brand new (first time) visitors, their research revealed that a mere quarter of one percent (that’s 0.25%) “…will go through and actually complete their purchase on the spot in that first visit.” Put another way, more than 99% of first time visitors will “fall off your single track.”
…but now is actually “part of the purchase journey.” Before you despair, consider this: Nicholls characterized shopping cart abandonment as both a problem and an opportunity – and, no, that’s not marketing spin. Retailers tend to think of “conversion = good; abandonment = bad”, Nicholls noted, but – as with many issues – it’s not remotely as “black and white” as all that. Why? Consumers are fundamentally changing. Likening the purchase path to a multi-stop vs. single trip rail pass, Nicholls explained that many consumers now stop and start multiple times – and in multiple venues (web, smartphone, tablet, in store) – on their path to buying a given product. In other words, that old single track purchase funnel is obsolete.
Why consumers abandon carts: price *and* unique attributes. Per a Forrester Research study, when a consumer abandons a cart, the leading reasons reflect either a price objection (e.g. shipping costs) or a timing objection (the consumer wants to do more research, they aren’t ready to buy yet, etc.). Between August 2011 and March 2012, SeeWhy analyzed over 600,000 visitors and 250,000 transactions to dig deeper into this issue. The study confirmed that cart abandonment can, in fact, “be part of the purchase cycle” – especially for carts that are quite small or once the value jumps to between $100 and $150. “$100 is a psychological mark where everything changes,” Nicholls noted, so, for example, retailers should consider setting their free shipping promotion at the $99 – vs. $100 – threshold.
Cart remarketing benefits the whole business. A well executed cart abandonment strategy provides additional benefits to the business overall, among those: helping retailers learn more about their business, products and customers along the way. For example, while price can have a significant impact on cart abandonment rates, every item has a unique abandonment rate depending on its (unique) attributes. By examining more closely products that have high abandonment rates, retailers can adjust those product detail pages to perhaps direct customers to stores to see the product in person, and/or put in place shipping options (e.g. free returns shipping) to assuage customer concerns about making the “wrong” purchase.
The first 12 hours after a first visit (and abandonment) are critical for remarketing. SeeWhy found that, among consumers who didn’t buy initially, the average elapsed time between that first visit and actual purchase is 19 hours – but that 72% of those who ultimately bought did so within the first 12 hours after that first visit. “Leads do go cold pretty quickly,” Nicholls underscored. Beware launching a quickly-hatched blanket email remarketing program. There are three secrets of success to cart remarketing: timing, tone, and personalization. The panelists also discussed the role of emotion as well as potential pitfalls in a remarketing strategy: how frequently should you follow up via email? How can you use a return site visit to remarket a cart? When – if ever – should you include an offer as part of a remarketing campaign? What’s the right way to personalize? What are the right goals for each email in a remarketing sequence?
Invest and reap the rewards. To learn more about how to best set up and execute your cart remarketing strategy, you’ll have to listen to the webinar playback. And if you’re still not convinced a cart remarketing strategy is worth your time, consider this:
What’s the connection? In two words – cart remarketing. SeeWhy did some research and found that:
- On average, 8% of customers return to a site to buy if the company does no remarketing. With a remarketing program in place, however, that average jumps to 26%.
- Yet – incredibly – just 37% of the retailers do “something” as follow up to a customer visit (though usually something like asking customers to sign up for a newsletter). Only 12% did some cart remarketing of any kind, and even fewer truly personalized that follow up.
We gathered several experts – Charles Nicholls of SeeWhy, Charlie Cole of Lucky Brand Jeans, and Nancy Miller of Woodcraft for the latest Shop.org Webinar, “Shopping Cart Abandonment Research and Insights”, broadcast on March 28, 2012. While I couldn’t possibly capture in one blog post all the great information and lessons that the panelists shared, here are a few highlights to whet your appetite and entice you and your team to listen to the playback today.
Cart abandonment may be at an all-time high… At first glance, the industry benchmarks aren’t encouraging: the current average shopping cart abandonment rate is 72%, according to Nicholls. Brace yourself: that number is only likely to increase as consumers continue to change. Among brand new (first time) visitors, their research revealed that a mere quarter of one percent (that’s 0.25%) “…will go through and actually complete their purchase on the spot in that first visit.” Put another way, more than 99% of first time visitors will “fall off your single track.”
…but now is actually “part of the purchase journey.” Before you despair, consider this: Nicholls characterized shopping cart abandonment as both a problem and an opportunity – and, no, that’s not marketing spin. Retailers tend to think of “conversion = good; abandonment = bad”, Nicholls noted, but – as with many issues – it’s not remotely as “black and white” as all that. Why? Consumers are fundamentally changing. Likening the purchase path to a multi-stop vs. single trip rail pass, Nicholls explained that many consumers now stop and start multiple times – and in multiple venues (web, smartphone, tablet, in store) – on their path to buying a given product. In other words, that old single track purchase funnel is obsolete.
Why consumers abandon carts: price *and* unique attributes. Per a Forrester Research study, when a consumer abandons a cart, the leading reasons reflect either a price objection (e.g. shipping costs) or a timing objection (the consumer wants to do more research, they aren’t ready to buy yet, etc.). Between August 2011 and March 2012, SeeWhy analyzed over 600,000 visitors and 250,000 transactions to dig deeper into this issue. The study confirmed that cart abandonment can, in fact, “be part of the purchase cycle” – especially for carts that are quite small or once the value jumps to between $100 and $150. “$100 is a psychological mark where everything changes,” Nicholls noted, so, for example, retailers should consider setting their free shipping promotion at the $99 – vs. $100 – threshold.
Cart remarketing benefits the whole business. A well executed cart abandonment strategy provides additional benefits to the business overall, among those: helping retailers learn more about their business, products and customers along the way. For example, while price can have a significant impact on cart abandonment rates, every item has a unique abandonment rate depending on its (unique) attributes. By examining more closely products that have high abandonment rates, retailers can adjust those product detail pages to perhaps direct customers to stores to see the product in person, and/or put in place shipping options (e.g. free returns shipping) to assuage customer concerns about making the “wrong” purchase.
The first 12 hours after a first visit (and abandonment) are critical for remarketing. SeeWhy found that, among consumers who didn’t buy initially, the average elapsed time between that first visit and actual purchase is 19 hours – but that 72% of those who ultimately bought did so within the first 12 hours after that first visit. “Leads do go cold pretty quickly,” Nicholls underscored. Beware launching a quickly-hatched blanket email remarketing program. There are three secrets of success to cart remarketing: timing, tone, and personalization. The panelists also discussed the role of emotion as well as potential pitfalls in a remarketing strategy: how frequently should you follow up via email? How can you use a return site visit to remarket a cart? When – if ever – should you include an offer as part of a remarketing campaign? What’s the right way to personalize? What are the right goals for each email in a remarketing sequence?
Invest and reap the rewards. To learn more about how to best set up and execute your cart remarketing strategy, you’ll have to listen to the webinar playback. And if you’re still not convinced a cart remarketing strategy is worth your time, consider this:
- Charlie Cole of Lucky Brand Jeans emphasized that remarketing accounts for 3% of their $40MM business – that’s $1.2 million, just for executing their remarketing strategy in a smarter, more timely and personalized manner.
- Nancy Miller of Woodcraft reported that, “The abandoned cart campaign is number 1 in terms of conversion rate, ROI and per visit value. Comparing this campaign to all other direct email campaigns, the conversion rate is 618% higher, and the per visit value is 675% higher.”
Tuesday, April 3, 2012
4 Tips For Authentic Online Engagement
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Valerie Buckingham is Head of North America Marketing for Nokia. She has held various roles at the company since 2002 before taking over all North American marketing responsibilities in July 2011.
If you want your brand’s social media efforts to come across as authentic, you need to know what you stand for and what’s meaningful to you. In other words, authentic social communication requires you to be honest about what your brand represents, what you have to offer, where your weaknesses are, and what’s really important to your audience.
1. Focus On The Individual
Your people are your greatest asset when it comes to social media because they offer a real human perspective rather than a pre-packaged marketing message. The problem is social media can get stripped of its authenticity by strict brand guidelines that mandate an omniscient company voice.
Instead, imbue your social channels with the many unique individuals who work for the company.
Think of your audience in the same way. Don’t assume that they are a homogenous mass. This will help you develop a social communications plan that takes into consideration whether this audience is just getting to know your brand or if they are loyal followers. As individuals, we speak differently to different people. Remember that a brand is no different.
2. Listen Up!
It’s impossible to tap into sentiment without a system for listening. As brand communicators, we need to constantly have an ear out for changes in the consumer landscape and be tuned into what’s important to our audience.
For example, a key group influencing the tech industry is millennials, which loosely includes consumers born between 1980 and 2000. You might think you already know it all when it comes to millennials: that they’re all rebels, that their values are vastly different from their parents, and that they’re obsessed with changing the world. In reality, when you listen to young people today through research, you find that they defy those traditional stereotypes. Today’s millennials actually admit they love their parents and list them as friends on Facebook. They have no strong desire to leave home. They’re not even skewed liberal. This new generation is also questioning consumerism more than ever before, and they’ve proven to have very little brand loyalty. Most importantly, they’re currently defining what is real, cool, and interesting. That’s why listening is crucial.
3. Keep It Real
Today’s millennials are not just good at figuring out what’s authentic, they can also spot what is inauthentic from a mile away. Having grown up in the Internet age, they expect brands to talk to them with a real voice, and they’re not afraid to engage them in a public forum.
One great example of authenticity in action is a program recently run by airline KLM. KLM kicked off their social media program by asking, “What do we know to be true about how people interact with our brand?” The conclusion: people waste a lot of time in airports.
Starting with that simple truth, KLM set their campaign up for authentic direct-to-consumer engagement. They decided to surprise passengers that mentioned their KLM flight via Twitter or Foursquare. The teams used social media profiles to learn a little more about these travelers, enabling them to respond with appropriate perks such as a travel book for the hopelessly lost or a sports watch for the casual runner. These random acts of kindness took a little more effort than generic communications, but the response was rewarding. Travelers were only too happy to share their KLM experiences online with others. And let’s face it, what’s more authentic than consumers speaking on behalf of your brand? So don’t be afraid to change your message to suit your audience’s real needs and desires. Then reap the rewards.
4. Follow This Guiding Principle
Given the speed of social media, your message can go from trusted to falling out of favor in the blink of an eye, and it could all hinge on what you say next. That’s why the number one thing you can do to ensure authenticity and trust when connecting with fans, customers, and partners is to think about what your message means to them.
Book Review: Content Strategy at Work
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Elizabeth S. Bennett April 3, 2012
Content strategy is having a moment. I know, people have been saying that for the last two years. I’m not talking about the moment where the average person knows what content strategy is, or the moment where most companies have dedicated content strategists on staff, or even that the term content strategy is on the lips of seemingly every marketer in the land.
The moment I’m referring to – the one that Margot Bloomstein hits on time and again in her new book Content Strategy at Work – is that even if someone up top in an organization is willing to overlook content as a strategic asset, everyone on a digital project is now on the hook for raising their hand and saying, “Hey! What about the content?” Be they designer, project manager, information architect, account manager, SEO specialist or CMS developer, the success of so many digital projects hinges on a thoughtful and multifaceted approach to working with content. And each one of the professionals mentioned above will and probably should be collaborating with a content strategist, or at least someone who is wearing that sexy hat.
Bloomstein’s work is filled with well-drawn content-oriented case studies and should be considered required reading for anyone whose work overlaps with content, and any content strategist who is looking for meaty in-the-trenches examples of how content strategy is grappled with and applied to projects big and small. The diverse set of examples, which she pulls from practitioners at several consultancies and digital agencies*, highlights just how deeply content is embedded in digital work today. From communications strategy, to qualitative and quantitative content analysis, to editorial design, content creation, management, governance, SEO and social media strategy and more, content strategy, is shot through digital project work.
In the Moo case study, we learn how a message architecture can help focus content and drive design decisions. In the Johns Hopkins Medicine case, we are pulled into the challenges of scoping for content strategy, a conundrum many of us face. In the Bows N’ Ties case, we witness the tension between content strategy and search engine optimization. The case studies are informative and fun, skillfully demonstrating the intersection and interdependencies of content strategy with other disciplines. Bloomstein peppers the book with solid and often difficult questions that we should all have written on our whiteboards, perhaps the most urgent one being, “What does the content need to accomplish?”
Bloomstein is at her most thought provoking when she shines the light on complex projects that present a host of strategic, editorial, design, organizational and technical challenges. For example, the case of the television network that wanted to comingle its programming content with encyclopedic information, a goal that required the active use of nearly every wrench and screwdriver in the CS toolkit. It demonstrates the highly strategic and supremely tactical nature of content strategy in a single project, including a healthy portion of organizational challenge, a common byproduct of smart content choices.
In Content Strategy at Work, Bloomstein frames the cases with meaningful context, crisp approaches to problem solving (I will definitely be cribbing from her message architecture client exercise, which she generously shares) and genuine curiosity. In tackling so much, however, she misses out on a couple of hot spots. I wish, for example, that Bloomstein had done more exploration of how user research can drive and influence content strategy and how companies are measuring the success of content efforts. Both areas are top of mind for many of us in the field and I hope Bloomstein tackles them in her next work.
Those who practice content strategy and as Bloomstein likes to say, FOCS (Friends of Content Strategy), should revel in this moment, linger over the accomplishments and take pride in the acknowledgement of our discipline.
So now what? Our next challenge, should we choose to accept it, says Bloomstein:
“The goal is to engage in a project or process that will result in a better user experience, one that transcends channel, campaign, or budget cycle. The goal is to establish a sustainable publishing model for your clients and their customers. The goal is to facilitate better, more useful communication, and that cannot happen without content strategy.”
Now get to work.
*Full disclosure: While my Razorfish colleagues Rachel Lovinger and Erin Scime and are quoted in this book, I do not have a direct connection with Content Strategy at Work nor did I have any knowledge of its contents prior to publication.
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