Categories
Content Engineering

Format Free Content and Format Agility

A core pillar supporting the goal of reusable modules of content is that the content should be “format free”.  Format free conveys a target for content to attain, but the phrase tends to downplay how readily content can be transformed from one state to another.  It can conceal how people need to receive content, and whether the underlying content can support those needs.

I want to bring the user perspective into the discussion of formats.  Rather than only think about the desirability of format neutrality, I believe we should broaden the objective to consider the concept of format readiness.  Instead of just trying to transcend formats, content engineers should also consider how to enable customized formats to support different scenarios of use.  Users need content to have format flexibility, a quality that doesn’t happen automatically.   Not all content is equally ready for different format needs.

The Promise and Tyranny of Formats

Formats promise us access to content where we want it, how we want it. Consider two trends underway in the world of audio content.  First, there is growing emphasis on audio content for in-car experiences.  Since staring at a screen while driving is not recommended, auto makers are exploring how to make the driving experience more enriching with audio content.  A second trend goes in the opposite direction.  We see a renewed interested in a nearly dead format, the long playing record disc, with its expressive analog sensuality.  Suddenly LPs are everywhere, even in the supermarket.  The natural progression of these trends is that people buy a record in the supermarket, and then play the record in their car as soon as they reach the parking lot. An enveloping sonic experience awaits.

Playing records in your car may sound far fetched.  But the idea has a long pedigree.  As Consumer Reports notes: “A new technology came on the market in the mid-1950s and early 1960s that freed drivers from commercials and unreliable broadcast signals, allowing them to be the masters of their motoring soundtrack with their favorite pressed vinyl spinning on a record player mounted under the dash.”

Highway Hi-Fi record player. Image via Wikipedia.
Highway Hi-Fi record player. Image via Wikipedia.

In 1956, Chrysler introduced Highway Hi-Fi, an in-dash record player that played special sized discs that ran at 16 ⅔ rpms — half the speed of regular LPs, packing twice the playtime.  You could get a Dodge or DeSoto with a Highway Hi-Fi, and play records such as the musical the “Pajama Game.”  The Highway Hi-Fi came endorsed by the accordion playing taste maker, Laurence Welk.

Sadly playing records while driving in your car didn’t turn out to be a good idea.  Surprise: the records skipped in real-world driving conditions.  Owners complained, and Chrysler discontinued the Highway Hi-Fi in 1959.  Some hapless people were stuck with discs of the Pajama Game that they couldn’t play in their cars, and few home stereos supported 16 ⅔ play.  The content was locked in a dead format.

Format Free and Transcending Limitations

Many people imagine we’ve solved the straight jacket of formats in the digital era.  All content is now just a stream of zeros and ones.  Nearly any kind of digital content can be reduced to an XML representation.  Format free implies we can keep content in a raw state, unfettered by complicating configurations.

Format free content is a fantastic idea, worth pursuing as far as possible.  The prospect of freedom from formats can lead one to believe that formats are of secondary importance, and that content can maintain meaning completely independently of them.

The vexing reality is that content can never be completely output-agnostic.  Even when content is not stored in an audience-facing format, that doesn’t imply it can be successfully delivered to any audience-facing format. Computer servers are happy to store zeros and ones, but humans need that content translated into a form that is meaningful to them.  And the form does ultimately influence the substance of the content.  The content is more the file that stores it.

Four Types of Formats

In many cases when content strategists talk about format free content, they are referring to content that doesn’t contain styling.  But formats may refer to any one of four different dimensions:

  1. The file format, such as whether the content is HTML or PDF
  2. The media format, such as whether the content is audio, video, or image
  3. The output format, such as whether the content is a slide, an article, or a book
  4. The rendered formatting, or how the content is laid out and presented.

Each of these dimensions impacts how content is consumed, and each has implications for what information is conveyed.  Formats aren’t neutral.  One shouldn’t presume parity between formats.  Formats embody biases that skew how information is conveyed.  Content can’t simply be converted from one format to another and express the content in the same way.

Just Words: The Limitations of Fixed Wording

Let’s start with words.  Historically, the word has existed in two forms: the spoken word, and the written word.  People told stories or gave speeches to audiences.  Some of these stories and speeches were written down.  People also composed writings that were published.  These writings were sometimes read aloud, especially in the days when books were scarce.

Today moving between text and audio is simple.  Text can be synthesized into speech, and speech can be digitally processed into text.  Words seemingly are free now from the constraints of formats.

But converting words between writing and speech is more than a technical problem.  Our brains process words heard, and words read, differently.  When reading, we skim ahead, and reread text seen already.  When listening, we need to follow the pace of the spoken word, and require redundancy to make sure we’ve heard things correctly.

People who write for radio know that writing for the ear is different from writing for a reader.  The same text will not be equally effective as audio and as writing. National Public Radio, in their guidebook Sound Reporting, notes: “A reader who becomes confused at any point in [a] sentence or elsewhere in the story can just go back and reread it — or even jump ahead a few paragraphs to search for more details.  But if a listener doesn’t catch a fact the first time around, it’s lost.”  They go on to say that even the syntax, grammar and wording used may need to be different when writing for the ear.

The media involved changes what’s required of words.  Consider a recipe for a dish.  Presented in writing, the recipe follows a standard structure, listing ingredients and steps.  Presented on television, a recipe follows a different structure.  According to the Recipe Writers Handbook, a recipe for television is “a success when it works visually, not when it is well written in a literary, stylistic, or even culinary sense.”  The book notes that on television: “you must show, not tell; i.e., stir, fry, serve…usually under four minutes.”  Actions replace explicit words.  If one were to transcribe the audio of the TV show, it is unlikely the text would convey adequately how to prepare the dish.

The Hidden Semantics of Presentational Rendering

For written text, content strategists prudently advise content creators to separate the structure of content from how it is presented.  The advice is sensible for many reasons: it allows publishers to restyle content, and to change how it is rendered on different devices. Cascading Style Sheets (CSS), and Responsive Web Design (RWD) frameworks, allow the same content to appear in different ways on different devices.

Restyling written content is generally easy to do, and can be sophisticated as well.  But the variety of CSS classes that can be created for styling can overshadow how rudimentary the underlying structures are that define the meaning of the text.  Most digital text relies on the basic structural elements available in HTML.  The major elements are headings at different levels, ordered and unordered lists, and tables.  Less common elements include block quotes and code blocks.  Syntaxes such as Markdown have emerged to specify text structure without presentational formatting.

While these structural elements are useful, for complex text they are not very sophisticated.  Consider the case of a multi-paragraph list.  I’m writing a book where I want to list items in a series of numbered statements.  Each numbered statement has an associated paragraph providing elaboration.  To associate the explanatory paragraph with the statement, I must use indenting to draw a connection between the two.  This is essentially a hack, because HTML does not have a concept of an ordered list item elaboration paragraph.  Instead, I rely on pseudo-structure.

When rendered visually, the connection between the statement and elaboration is clear.  But the connection is implicit rather than explicit.  To access only the statement without the elaboration paragraph, one would need to know the structure of the document beforehand, and filter it using an XPath query.

Output Containers May Be Inelastic

Output formats inform the structure of content needed.  In an ideal world, a body of structured content can be sent to many different forms of output.  There’s a nifty software program called Pandoc that lets you convert text between different output formats.  A file can become an HTML webpage, or an EPUB book, or a slide show using Slidy or DZSlides.

HTML content can be displayed in many containers. But those containers may be of vastly different scales.  Web pages don’t roll up into a book without first planning a structure to match the target output format.  Books can’t be broken down into a slide show.  Because output formats inform structure required, changing the output format can necessitate a restructuring of content.

The output format can effect the fidelity of the content. The edges of a wide screen video are chopped off when displayed  within the boxy frame of an in-flight entertainment screen.  We trust that this possibility was planned for, and that nothing important is lost in the truncated screen. But information is lost.

The Challenges of Cross-Media Content Translation

If content could be genuinely format free, then content could easily morph between different kinds of media.  Yet the translational subtleties of switching between written text and spoken audio content demonstrate how the form of content carries implicit sensory and perceptual expectations.

Broadly speaking, five forms of digital media exist:

  1. Text
  2. Image
  3. Audio
  4. Video
  5. Interactive.

Video and interactive content are widely considered “richer” than text, images and audio.  Richer content conveys more information.  Switching between media formats involves either extracting content from a richer format into a simpler one, or compiling richer format content using simpler format inputs.

The transformation possibilities between media formats determine:

  • how much automation is possible
  • how usable the content will be.

From a technical perspective, content can be transformed between media as follows.

Media format conversion is possible between text and spoken audio.  While bi-directional, the conversion involves some potential loss of expressiveness and usability.  The issues become far more complex when there are several speakers, or when non-verbal audio is also involved.

Various content can be extracted from video.  Text (either on-screen text, or converted from spoken words in audio) can be extracted, as well as images (frames) and audio (soundtracks).  Machine learning technologies are making such extraction more sophisticated, as millions of us answer image recognition CAPTCHA quizzes on Google and elsewhere.  Because the extracted content is divorced from its context, its complete meaning is not always clear.

Transforming interactive content typically involves converting it into a linear time sequence.  A series of interactive content explorations can be recorded as a non-interactive animation (video).

Simple media formats can be assembled into richer ones.  Text, images and audio can be combined to feed into video  content.  Software exists that can “auto-create” a video by combining text with related images to produce a narrated slide show.  From a technical perspective, the instant video is impressive, because little pre-planning is required.  But the user experience of the video is poor, with the content feeling empty and wooden.

Interactive content is assembled from various inputs: video, text/data, images, and audio formats.  Because the user is defining what to view, the interaction between formats needs to be planned.  The possible combinations are determined by the modularity of the inputs, and how well-defined they are in terms of metadata description.

translation of content between formats
Translation of content between formats

Atomic Content Fidelity

Formats of all kinds (file, output, rendering, and media) together produce the form of the content that determines the content experience and the content’s usability.

  • File formats can influence the perceptual richness (e.g., a 4k video verses a YouTube-quality one).
  • Rendition formatting influences audience awareness of distinct content elements.
  • Output formats influence the pacing of how content gets delivered, and how immersive content the content engagement will be.
  • Media formats influence how content is processed cognitively and emotionally by audiences and viewers.

Formats define the fidelity of the content that conveys the intent behind the communication.  Automation can convert formats, but conversion won’t necessarily preserve fidelity.

Format conversions are easy or complex according to how the conversion impacts the fidelity of the content.  Let’s consider each kind of content format in turn.

File format conversions are easy to do, and any loss in fidelity is generally manageable.

Rendition format conversions such as CSS changes or RWD alternative views are simple to implement.  In many cases the impact on users is minimal, though in some cases contextual content cues can be lost in the conversion, especially when  a change in emphasis occurs in what content is displayed or how it is prioritized.

Output format conversion is tricky to do.  Few people want to read an e-book novel on their Apple Watch.  The hurdles to automation are apparent when one looks at the auto-summarization of a text.  Can we trust the software to identify the most important points? An inherent tension exists between introducing structures to control machine prioritization of content, and creating a natural content flow necessary for a good content experience.  The first sentence of a paragraph will often introduce the topic and main point, but won’t always.

Media format conversion is typically lossy.  Extracting content from a rich media format to a simpler one generally involves a loss of information.  The automated assembly of content rich media formats from content in simpler formats often feels less interesting and enjoyable than rich formats that were purposively designed by humans.

Format Agility and Content as Objects

We want to transcend the limitations of specific formats to support different scenarios.  We also want to leverage the power of formats to deliver the best content experience possible across different scenarios.  One approach to achieve these goals would be to extend some of the scenario-driven, rules-based thinking that underpins CSS and RWD, and apply it more generally to scenarios beyond basic web content delivery.  Such an approach would consider how formats need to adjust based on contextual factors.

If content cannot always be free from the shaping influence of format, we can at least aim to make formats more agile.  A BBC research program is doing exciting work in this area, developing an approach called Object Based Media (OBM) or Object Based Broadcasting.  I will highlight some interesting ideas from the OBM program, based on my understanding of it reading the BBC’s research blog.

Object-Based Media brings intelligence to content form.  Instead of considering formats as all equivalent, and independent of the content, OBM considers formats in part of the content hierarchy.  Object Based Media takes a core set of content, and then augments the content with auxiliary forms that might be useful in various scenarios.  Content form becomes a progressive enhancement opportunity.  Auxiliary content could be subtitles and audio transcripts that can be used in combination with, or in leu of, the primary content in different scenarios.

During design explorations with the OBM concept, the BBC found that “stories can’t yet be fully portable across formats — the same story needed to be tailored differently on each prototype.” The notion of tailoring content to suit the format is one of the main areas under investigation.

A key concept in Object-Based Media is unbundling different inputs to allow them to be configured in different format variations on delivery.  The reconfiguration can be done automatically (adaptively), or via user selection.  For example, OBM can enable a video to be replaced with an image having text captions in a low bandwidth situation.  Video inputs (text, background graphics, motion overlays) are assembled on delivery, to accommodate different output formats and rendering requirements.  In another scenario, a presenter in a video can be replaced with a signer for someone who is hearing impaired.

The BBC refers to OBM as “adjustable content.”  They are looking at ways to allow listeners to specify how long they want to listen to a program, and give audiences control over video and audio options during live events.

Format Intelligence

In recent years we’ve witnessed remarkable progress transcending the past limitations that formats pose to content.  File formats are more open, and metadata standards have introduced more consistency in how content is structured.  Technical progress has enabled basic translation of content between media formats.

Against this progress taming idiosyncrasies that formats pose, new challenges have emerged.   Output formats keep getting more diverse: whether wearables or immersive environments including virtual reality.  The fastest growing forms of content media are video and audio, which are less malleable than text.  Users increasingly want to personalize the content experience, which includes dimensions relating to the form of content.

We are in the early days of thinking about flexibility in formats that give users more control over their content experience — adjustable content.  The concept of content modularity should be broadened to consider not only chunks of information, but chunks of experience.  Users want the right content, at the right time, in the right format for their needs and preferences.

— Michael Andrews

Categories
Content Marketing

Aligning Business Goals With User Goals in Content

How does one develop content that aligns business goals with user goals?  Getting both these goals in balance is not  simple.  Joe Pulizzi recently wrote that content marketing may be heading toward a “trough of disillusionment” following a period of “inflated expectations.”

Expectations of content are often inflated. Content professionals frequently expect the wrong things from content. But paradoxically, much value that content can offer is widely overlooked.

The challenge is to have realistic expectations of what content can accomplish, while knowing one is tapping the full potential value from content. To do this, we need to reimagine how we think about the relationship between the business goals for content, and the user goals that content fulfills.

Why Content Expectations Are Often Unrealistic

Inflated expectations about what content will achieve are common.  As more organizations define performance metrics for what their content is expected to achieve, the rampancy of unrealistic expectations is becoming more obvious.

Three kinds of erroneous thinking can result in inflated expectations:

  1. Considering Content as a Magic Black Box
  2. Engaging in Wishful, Over-Optimistic Projections
  3. Making Attribution Errors

Black Box Content

Many people have a fuzzy concept of precisely how content is expected to produce a business outcome.  Instead, they rely on the idea that content has some sort of X-factor that can produce desirable outcomes.  Consider two popular perspectives that contain kernels of truth, but can be dicey when treated as dogma.  The first is what might be called extreme customer centricity: Produce great content that audiences love, and the business benefits will follow.  The second considers content as a driver of business growth: Great content is a magnet for reaching customers who want what you have to sell.  Both perspectives skim over the mechanics of how customer use of content gets translated into profitable outcomes. That it happens is taken on faith.  Yet companies are discovering that launching content initiatives in the hope something will stick to the wall can be an expensive undertaking.

Black box models result in free-floating goals that seem independent of any specific activity needing to happen.  One can set a business goal one hopes to achieve as result of delivering great content, but that goal won’t be realistic unless it is grounded in a plausible model to realize the outcome.  The reality is that specific business outcomes depend on more than producing great content that audiences love.  Without a causal model defining how one expects the content to influence audiences and their behaviors, one has no way to test how realistic one’s goals are.

Wishful, Over-Optimistic Projections

Here, the brand is clearer on what precisely it wants to happen, but it overestimates its ability to influence the outcome. The strategy may seem sensible. The brand plans to offer content audiences would be interested in.  And the outcome they expect doesn’t seem overly ambitious. But outcomes depend on more than linking together a sensible-sounding business goal, with a sensible-sounding user need addressed by the content.  Various external factors introduce friction into the process.

Consider the user’s deliberation process. First you need to get their attention.  They may have a goal, but aren’t seeking advice.  Or they may be checking out advice from your competitor.  If you get their attention, you need to build credibility with them.  They may follow your content, but start to wonder what other brands have to say about the topic.  Or they may get bored.  Once they feel they’ve heard enough on the topic, they are ready to make a decision.  Not only are they considering your content, and possibly the content of your competitors, they are weighing other considerations.  Many decisions ultimately have little to do with the content.  People make decisions based on price, or perceived convenience, or a host of other factors that can wipe out any advantages offered by your content.

The process of user deliberation can involve many turns
The process of user deliberation can involve many turns

The path from content to conversion is long and twisting.  Brands often want to believe if they are liked, then people will take actions they want them to.  They sometimes believe that they can change the behavior of their prospective customer if only those customers view great content promising something better than they have now.  Often such assumptions reflect wishful thinking. Conversion is tough. It’s tempting and easy to ignore all the external factors that can get in the way of people deciding on your solution. But brands have to accept they can’t control everything.

Attribution Errors

Attribution assesses how user events or interactions contribute to desired outcomes. Attribution models can be reliable when measuring tightly controlled and monitored sequences of actions. But attribution gets much trickier the more variables that are involved, especially when they are spread over a long period of time. The bolder the vision for what content might achieve, the less reliably one can say that any particular factor will make it successful or not.

Segmentation Confusion

The first type of attribution problem can arise when the business goals of the content, and the user goals of content, are based on different definitions of customer segments.

There are numerous ways to segment people. Content strategists are inclined to segment audiences according to their goals, which can be expressed as tasks to accomplish or topics of interest to peruse. Businesses don’t segment customers based on their content preferences.  They segment them by their propensity to buy products or services.  The business defines the segment they want to reach, based on the perceived financial value of that segment.

Depending on who is doing the defining, sometimes segmentation reflects business goals, and sometimes segmentation reflects user goals.  These two kinds of segments don’t automatically overlap.  One erroneous assumption is to believe that  a group who shares a common personal goal are equally likely to buy something.  Conversely, just because a group of people all want to buy a certain type of product or service, that doesn’t mean they share the same purchase motivations or care about the exact same features or benefits.

Segmentation problems occur when content professionals assume that buyer segments and audience interest segments are the same, but in fact they diverge in some way.  They fail to consider the genuine motivations of a group: both the financial means of a group, and the group’s willingness (based on their personal needs and preferences) to consider and potentially buy a product. They make erroneous assumptions about how content will influence customer behavior, or what kinds of customers will be attracted to certain content.

Confusing Content Outcomes and Content Purposes

Another kind of confusion happens when brands aren’t clear on how different kinds of content have different purposes.  They expect content to deliver outcomes that aren’t realistic from a particular kind of content. They assign the wrong kind of goal to content that’s not designed for that purpose.

At a high level, we need to distinguish two broad kinds of content: transactional content and deliberative content. Each has different purposes. Transactional content is all about getting you to do something. Deliberative content is about helping you think through an issue without forcing you to make a decision. (I’m using the phrase deliberative content to express the customer’s perspective of needing to deliberate before making a decision.)  In practice, these represent two ends of a spectrum, where it is possible to blend elements of each.  But one can’t expect a single piece of content to address both goals equally: trying to do that merely shows that a brand is confused about what it is trying to accomplish.

Deliberative and transactional content involve different purposes
Deliberative and transactional content involve different purposes

Transactional and deliberative content work in tandem, but have distinct roles.  Deliberative content helps audiences consider their needs. When they are ready, they can transition to transactional content.  If they feel overwhelmed by the choice they face when viewing transactional content, they can pivot back to deliberative content.

Content professionals often confuse these kinds of content, and expect the wrong things from them.  For example, a company may produce wonderfully interesting content about a topic that people view. But they are disappointed with the performance of this content, because they assumed it would result in more sales of a product they make.  They commit a common attribution error of expecting deliberative content to support conversion goals.  Such deliberative content can play a role in supporting sales indirectly, but will not by itself be responsible for lifting sales.  Another common scenario is when companies produce a series of transactional content, and expect audiences to stay engaged. A company may produce a hard charging newsletter that is constantly pitching its products, but is disappointed by the drop out of subscribers.  They are expecting transactional content to deliver engagement goals.  Audiences never build a long term perspective of the brand and how it might help them meet their bigger goals, because the brand is constantly testing them to take an action they aren’t ready to take.

Reimagining Content’s Value in Marketing

Inflated expectations about content performance are often the result of failing to draw critical distinctions about the purposes of content and the goals of users at different times.

A couple of years ago I argued that one of the major benefits of content marketing is developing insights into the needs of segments by looking at analytics of their content usage.  More recently, I explained how the chief value of content is that it can influence profitability. I want to dig deeper into these themes to suggest how to translate content insights into actions that benefit businesses.

Content As Attractor

The key to attracting audience interest is to talk about issues and topics that are important and motivating in their lives.  These themes may intersect with your product or service, but are not about your product or service.  For example, a brand that makes an organic pest control product may want to talk about controlling pests with its product.  Audiences are interested in nice gardens and how to create them. The pests are a nuisance they’d rather not have to think about too much.  They’d rather read about how to create a flourishing garden, not about controlling pests — until they need to deal with the issue.

Nothing revolutionary here: this is basic content marketing.  Expand the discussion to center on the issues that matter most to customers. What many organizations fail to do is develop good insights from this effort.  They don’t calibrate how their content marketing reflects the intended positioning of their products, or measure how much interest different themes are generating from different segments.  Marketers get caught up trying to answer “Is it working?” instead of asking “What’s happening?” with the interactions between audiences and themes.

How content themes can connect audiences to what a brand offers
How content themes can connect audiences to what a brand offers

Uncovering insights comes from focusing on the interactions between different themes and different groups of people.  Here we return to the gremlin of segmentation. Content professionals often rely on personas that are overloaded with assumptions about user interests.  These personas assume certain people will be interested in certain topics, instead of allowing segments to indicate for themselves what they are really interested in.  Rather than try to define all-encompassing personas that are overloaded with assumptions, marketers should unbundle segments so they can separate the situational characteristics of a segment, from the interests of that segment.  Situational characteristics express some material motivating factors such as personal values, life stage or income.  But segment definitions shouldn’t express goals, or assume intent to purchase a specific product. These are dimensions that are best learned from the segment’s interactions with the content.

Leveraging Feedback from Content Interactions

When interacting with content, audiences provide signals that express what interests them most.  They indicate what themes they are attracted to, and also indicate the strength of this attraction. By considering segments independently of their interests, we can see that segments can be attracted to multiple themes. A segment might mostly be interested in one theme, but also care a bit about another.  More than one segment might relate to a theme, while another theme appeals only to a certain segment. All this feedback provides valuable data to support marketing.

The first benefit of harnessing insights from deliberative content usage is to fine-tune related transactional content.  By tracking audience interests according to segment, marketers can adjust how they present information about their products to appeal to specific segments.  Indications of interest in certain themes will suggest what features and benefits of a product to emphasize to certain segments.  Thus insights from content marketing (deliberative content) can improve the effectiveness of marketing content (transactional content).

Feedback from user interactions with deliberative content provides ideas on how to adjust transactional content and even the product offer.
Feedback from user interactions with deliberative content provides ideas on how to adjust transactional content and even the product offer.

The second benefit is less obvious, but potentially even more powerful.  Insights from segments’ interests in deliberative content can influence the product offer.  Consider a product that is associated with two themes: doing something faster, and doing something more cheaply.  The business audience viewing the content is under pressure to increase how quickly they move inventory, and control inventory costs.  Audience interest indicates that the theme of doing things faster resonates more than doing things cheaply.  A product manager might take that insight and switch the product strategy.  She might decide to add features to the product that enhance the product’s performance speed even though it might add slightly to the cost. Or the product manager might look for ways to enhance other aspects of the product that are related to speed, such as how quickly the product can be repaired.

How Content Interactions Support Big Picture Marketing

Small picture marketing evaluates content in terms of number of conversions. Big picture marketing looks at how content shapes customer perceptions, and anticipates what customers want and need.

The growing interest in customer experience over the past decade has been unleashed by a core insight: that experience is now the most important factor effecting customer decision making, ahead of traditional factors such as price. Competition has flattened the obvious differences between products and services, so the intangible dimensions associated with one’s own personal experience have a big impact on whether individuals choose brands, leave brands, and stay with brands.

Content is vital to shaping the customer experience.  Every customer interaction with a brand touchpoint involves content in some way.  And every interaction provides valuable feedback to a brand that can help it understand customer decision making.  Brands can analyze this data to develop greater insights into who specifically is expressing certain needs, what they need, and when they need it.

Colleen Jones refers to the feedback from customer interactions with content as “content intelligence,” a phrase that nicely captures the principle that the data organizations collect should make them smarter about what they should be doing.  Content feedback can inform development of both deliberative content and transactional content to improve the customer experience.  Let’s consider how content intelligence can support various types of marketing functions.

Branding: Branded content is especially important in the consumer sector, in such industries as fast moving consumer goods, fashion, and food and beverages. Much branded content is intended to position a product or service in terms of emotional needs rather than instrumental ones, and implicitly speaks to the routines and aspirations of an individual.  Content intelligence provides insights into how different segments relate to lifestyle themes.

Demand generation: This phrase screams jargon, but it tries to capture how marketing automation is changing purchase scenarios. Content supporting demand generation contributes to two goals: suggesting what customers might need based on concrete knowledge of them, and being ready for the customer when the customer is ready to act.  Transactional content needs to address “What’s urgent about now?”  Such content combines the ability to anticipate and respond quickly.  Content intelligence helps companies understand customer preferences and the timing of needs in greater detail.

Customer journey optimization: The presence or absence of friction in service delivery is the difference between retention or churn.  Both deliberative and transactional content play an important role in the marketing strategies of service oriented businesses such as finance, travel, and healthcare.  Content intelligence supports two important service delivery functions.  First, it can enhance service automation — making it easier for customers to do things.  Content intelligence can be used to provide more targeted content explaining how and why to use automated services, and it can inform development of enhanced customized information for customers who use these services.  Second, content intelligence can be used to fine-tune the setting of service expectations, by tailoring messages about what services customers get and don’t get, and when services are available or will be delivered.  When customers are clear on what to expect, they enjoy a more positive experience.

Product enhancement: Earlier I mentioned that content insights can inform the composition of the product offer.  Insights from content intelligence can applied to many areas of product management, such as extending product categories to address  additional needs, or identifying new buyer segments.

Realizing the Opportunities Available from Content Insights

The answer to getting better performance from content is not simply to measure the performance of the content.  Measurement is important, but not sufficient.  What one measures is vital.  Measure the wrong thing, and you reach the wrong conclusion.  Measurement needs to be aligned with the purpose of the content. Measurement needs to go beyond surface activity to look at how different dimensions interact in combination.  Critically, the measurement of content interactions needs to examine the interplay between segments, the themes they are attracted to, and how they use content across their journeys.

With a robust framework for tracking content interactions, companies can develop better insights into what the performance of different content represents in terms of business opportunities and potential revenue.  Most companies measure content to learn how to change the content they are measuring.  They can achieve even more if they measure content to learn how to change other related content, or even change the products discussed in the content.

— Michael Andrews