content-is-the-key1

There is a lot of discussion around the role of the web content management system in customer experience management (CXM). Some say it’s the core, others say it’s an element, but not a driver. I say they are both right.

Let`s be very specific here, because it is important. If we were just talking purely about the online customer experience, then I would agree that the web content management system (WCM) is the core to designing and support CXM strategies. Pretty much every supporting CXM technology: marketing automation, social media monitoring, customer relationship management, analytics, personalization, social software, etc…needs to integrate with the WCM. Why? Because it stores all the content you need to manage the experience. We use to call this WebEngagement (orExperience) Management.

But customer experience management is about more than the online channels. And not all WCM platforms provide support to the offline experience. Support channels, print-based marketing, internal knowledge work activities — these things are typically done using other tools. And the content used to support these activities is, typically, stored in these other tools.

What I think brings both these views together is not the WCM itself, but the WCM repository. Or to be more generic, the content repository. I think to be successful managing the customer experience, you need to be able to quickly access and relate all elements of a customer interaction with all the internal knowledge your employees have about not only the customer, but the processes used to work with a customer. You can do that if you have a single content repository to work with.

Many content management systems today are designed to store content not as html pages, but as individual components of content that can be easily reused across different web pages, mobile sites and apps, social networks and more. Managing a single version of that content is important to ensure you are always saying the same thing to your customers. These repositories can also be leveraged by other systems to provide content as well. For example, this content repository could be used by your call center support team to help customers with issues.

Now it’s important to point out that I don’t believe you can only have one single content repository where all information needs to permanently live. I believe that content integration is the key to a well-managed content repository. So you can keep your content in the other systems you work with, but find a way to integrate your content repository with those others systems.

By doing that, you can have a single location to mine for information about your customer and their interactions with you, and to use to design and build new applications or online/offline experiences. A central content repository also allows you to develop support applications that have access to customer information easily, including any information from CRM systems, traffic information, etc…

Today’s content is not only the material you use to develop your CXM strategies, it’s also the interactions customers and prospective customers have with you. Having it all accessible in a centralized content repository will help you identify, design and refine your CXM strategies quickly. If you are required to move from system to system to gather all the intelligence and information you need, you are going to spend far more time hunting and gathering, than actually doing something.

Barb Mosher is a guest columnist for MindTouch and Managing Editor for CMSWire.com. You can follow Barb on Twitter @bmosherzinck

Amanda Cross 150x150

Contextual help isn’t new. The notion of giving a user a snippet of information related specifically to the thing they’re looking at has been around for a long time. It was 1987 when IBM introduced the  Common User Access standard, which defined standards for computer program user interfaces. That standard included a specification that contextual help be accessed using the F1 key, which many programs were already doing before the standard was even introduced.

Back then the definition of “context” was limited to “the place where the user is in the program.” For example, if the user is on the Name field and presses F1, the Name field contextual help appears. Some users might see a translated version of the help, if they were using a translated version of the UI, but by and large the field you were on was the only thing that determined which piece of field help you saw.

Special help for a special userBut these days, the name of the game is social integration. Have you noticed how many programs let you log in with your social credentials? That’s convenient for you, the user, but it also lets those programs have access to the information in your social media presence. That might sound a little scary, but if users are willing to give your system the access to information about then, there’s no excuse for that software not to leverage what it knows to create an exceptional help experience.

When my writers weren’t sure of what to write in the contextual help system, I’d tell them to think about what they’d say to the user if they were sitting right there, running into trouble at that spot. Of course, if each software license came with a friendly, patient person sitting next to you, ready to guide you over stumbling blocks, you’d expect that person to get to know you and use that knowledge to target the message.

As technology gets access to more and more of this kind of knowledge, suddenly which field you are on does not need to be the only deciding factor in which piece of help the system shows you.  This knowledge of the user becomes a dimension of context, helping to pinpoint exactly the right piece of content for this one, special person.

Here are three potential dimensions of context that you might want to consider as you go forward designing an excellent user assistance experience:

Dimension #1 – Experience Level

Whenever I’m thinking about a piece of information about a user as a dimension of context, I ask myself two questions about it. The first is:

How does this user attribute affect how I would help them?

So, in this case, if you were sitting down next to a person, how would their level of experience affect how you’d help them?

Probably a brand new user would need some more background information than a person who already had the hang of the application, but that’s about it. I would not, for example, expect to see a different piece of help for someone who has been using your product for one year versus someone who had been using it for two years. You’re either new or you’re not.

The second question is:

How can we capture this information?

It doesn’t do much good to prepare a separate piece of field help for a first-time user if your software can’t tell who your first time users are. Identifying first time users is pretty easy for online applications where users log in since you can just count the number of log-ins. It’s more complicated for desktop applications, since people can share the application and you can’t tell if the person  using it today is the same person who’s been using it all month or someone completely new.

But that’s not a reason to give up. You can still create that first time user experience and show it the first time the application is opened, plus make it available to launch again.

Dimension #2 – Job Role

If you’re document enterprise software that people are using to do their jobs, does the job role affect what you would tell the user in the contextual user assistance?

I can imagine a piece of business software where front-line users need to know the nuts-and-bolts of using the feature effectively, but a manager needs to do reviews, while a developer needs to automate processes. The help for the same field for these three different job roles would be different:

  • Front-line user – What to put in this field
  • Manager – How the value in this field affects the rest of the workflow
  • Developer – How to access the value in this field via the API

So now that we’ve determined that there could be different content based on job role, we need to ask whether we can capture this attribute.  In business software, it is not uncommon to have system permissions based on job roles. If that is the case in your product, you could leverage those permission settings to determine which help a person sees.

Dimension #3 – Industry

If your product is used by people in a finite number of discrete industries, would the user’s industry affect what you would say to them?

Let’s take as an example a payroll software package that is used primarily by accounting firms and corporate human resources departments. For the same field, you might take some accounting jargon for granted in the field help when talking to the accounting firm, but define the accounting terms a little more for the human resources user.

So, yes, in this case, the industry would affect how you tell the story of the software. But how can we know what industry a user is in? That’s a tricky one because there’s so much variation in how industries are defined: the same company might be identified in different industries by different people. So, why not go straight to the source and ask the user? You could set up a profile page where the user could indicate their own industry.

The Interplay of Context Dimensions

I’ve been calling these user attributes “dimensions of context” because they don’t just control the selection of content on their own, but actually work together. For example, how would the contextual help you write for a manager who is a first-time user in HR differ from the help you would write for an experienced manager in HR? And how would that differ from a developer first-time user at an accounting firm? To make matters more complicated, you might not have a different answer for every combination of user attributes.

What to hear more?

Traditionally in technical communication we have had to write for the least-common-demoninator user. This change in paradigm to a personalized user assistance experience means great things for the field of technical communication:

  • By writing a separate experience for each user, the burden on each user to find relevant information is less, making for happier customers.
  • This approach requires deep knowledge of the users and the subject matter plus advanced tools, which are special skills you bring to the table, not commodities.
  • Creating highly integrated, highly contextual content brings you more tightly into the development process, giving you the opportunity to demonstrate greater worth to your company.

The data management and content strategy needed to support this kind of solution can get kind of complicated, though. It demands changes to your tools, processes, and general thought process about providing user assistance. There aren’t a lot of best practices already in place to guide you.

Even so, I predict that this sort of customized interaction will become a requirement of technical communications departments going forward.

Amanda Cross is a guest writer for MindTouch Magazine, she has over 10 years designing cutting edge technical information processes and is the owner of Crosswise Consulting.


voice your opinion

Everyone has customers, or they wouldn’t have a business. But not every customer you have is ready and willing to sing your praises. Yet you need as many of these customers as possible to do just that. So how can you turn a customer into a brand advocate?

Give Them a Voice

Maybe that sounds a bit obvious, because to be a brand advocate they kind of have to be saying things, but you need to do more than simply let them talk about your brand on their own personal social networks. A Brand Advocate does more than let others know how great your product/service is. Brand Advocates can also provide keen insights and suggestions to improve those products and services.

Here are four ways to encourage your customers to not only talk positively about you, but also offer you valuable information to do better.

#1: Build a Branded Community

A branded community is a great way to bring all your customers together to engage with not only you, but other customers. People can share opinions, give advice, discuss issues and more with each other. You, as the owner of the community should be doing several things: listening to what is being said, responding and engaging appropriately (and we aren’t talking marketing speak here) and rewarding those who are most active and provide useful information for others. Done right, a branded community will encourage customers to go outside of the community and continue to say good things about you across their social networks.

#2: Listen, Learn, Reward

Customers want to be heard, and not only that, they want to know that you Read more…

Amanda Cross

Unless you work for a technical communications boutique that specializes in providing technical information solutions to other companies, there’s a decent chance that your boss’s boss doesn’t really understand what you do.

Being helpful makes people want to include youI think that tech writers in most companies are kind of like the IT guy at the dentist’s office: the rest of the folks are smart and capable, but their expertise doesn’t even overlap. The dentists and dental hygienists think IT is probably necessary, but they’re content to just trust the IT guy to take care of it so long as nothing goes wrong.

Some technical writers like it this way. When people are willing to just let you take care of things, they just take your word for what needs to be done and don’t bug you. Plus, there’s the more nefarious notion that keeping your job and job skills a secret gives you job security because no one else will know how to do what you do.

But that only works for as long as people think that what you produce is necessary, which isn’t going to be as long if they don’t understand your contribution. Besides, when people don’t understand what you do, they can’t imagine new and creative ways to utilize your skills. If you can’t capture your boss’s boss’s imagination with all the cool things you have to offer the organization, then opportunities for exciting new projects can be few and far between.

I say it’s better for your career and esteem not to hoard your tech comm knowledge. Instead, you should share your knowledge freely so that people can have a deeper appreciation for why what you do is so difficult and special and ultimately beneficial to everyone. Here are some methods I use to try to make people around me understand the product documentation effort:

#1 – Internal marketing

Well this one’s obvious: if you want people to know what you do, tell them. We are, after all, professional communicators. This ought to be right up our alley.

Speaking for myself, I try to use lots of interesting channels to make people aware of what’s going on in the Doc team. Read more…

Barb Mosher

What does customer experience mean to you?

For me, a great customer experience is a search box on your website — one that actually works. It’s an online chat support person who can answer your simple questions without having to ask someone else. It’s an unsubscribe button that actually unsubscribes you. It’s a website that says just a little bit more about your product than the flashy PDF brochure you can download. And it’s a store clerk who doesn’t ask you for your email address when they already have it in their database.


For others, a great customer experience might be that you remembered they were on their site last week and looked at a certain product, or that you remember that they actually already bought that product and while they don’t need the sales pitch again, it might be great to see some information on how to use it, or see related products. Read more…

Amanda Cross 150x150

Many people want to be good writers. It is a central skill because so much of our communication is done through written channels. Everything from technical documents to emails to tweets requires writing.

Unfortunately, some regard writing as an almost mystical process where inspiration flows from your soul onto the paper where it emerges whole, perfect, and sacred. Thinking about writing this way is convenient, because then your crappy writing is the muse’s fault. But it’s more effective to realize that good writing is rarely beautiful at first. Writing is more like making a sculpture out of clay: you start with a big pile of mucky dirt (the first draft) that you have to mash all around (in a text editor) to get it to look like what you want it to look like.

Like the sculptor, the writer must master the tools—-in this case, words. But mastering words is more abstract than mastering sculpting tools, leading some people to think that mastering words must be an in-born talent that can’t be otherwise learned.

Effective use of words can be learned, though, if the aspiring writer is dedicated, disciplined, and willing to make a whole lot of ugly sculptures en route to making a beautiful one. The fact that you created many unrecognizable blobs when learning the medium might not be romantic, but it doesn’t detract from the artfulness of your eventual works of art.

Skill #1: reducing word count

You know the goal of good technical communication is to make the user successful with your product, and your higher-ups probably know that too. But “making the user successful” is hard to measure, and execs like numbers, so chances are, they’re going to be impressed by your page count. Read more…

Barb Mosher

A recent salary survey by Dice.com says that senior tech salaries are on the rise. There are a few things we can learn from this change in direction, and it’s not only that good tech people deserve more money.

Harnessing Data…

The Dice Salary survey was conducted online with 8,325 employed technology professionals between September 19 and November 21, 2011. The results showed an average 2% increase in annual wages over 2010 (from $79,384 to $81,327). Bonuses looked even better jumping up 8%.

The salary stats speak volumes about the importance of harnessing data properly for businesses and finding intelligent ways to both understand and use it.

It is our technical people that both create and support the systems that capture big data, and use the tools that analyze it. And it’s big data that many are saying is the key to developing truly great customer experiences. Darren Guaranccia agrees with this saying:“ Today’s analytics compress their collected data into summary statistics to save space. Big data is the promise of retaining this beautifully detailed data, and helping us plumb its depths to better engage and interact with our customers, even in real-time.” Read more…

I have young children, so I get the pleasure (and sometimes the pain) of watching a lot of children’s TV shows. The more I watch these shows, I realize that they can teach us a lot about how to implement great customer experiences. It starts with a task.

Children today are taught much differently than when I was a kid. Then it was all about paper and manual processes, now it’s a much more interactive learning process. It prepares kids for what? To enter the Internet and a vendor’s website only to find that it’s still a manual, “paper-based” process?

If you don’t know who Dora the Explorer is, I suggest you find a show online and take the time to watch it. Basically though, it always starts with Dora having some problem to solve or task to complete, and then goes through the process of her solving the problem or completing the task. Now doesn’t that sound like the basic starting point for a customer or prospect as well? Exactly. Read more…

Amanda Cross 150x150

If you’re like me, you can’t hire as many people as you need to do the work. But I’ve just had a writer take another opportunity, and now I have to back fill for him. The good news is there are lots of qualified writers out there right now. The bad news is there are also a lot of people applying for just anything. It can be make the hiring situation kind of overwhelming, but I have some tips that I, unfortunately, learned the hard way.

Tip #1: Recognize your job is hard

The biggest mistake I made in my first couple hires was to think that my job was standard fare that anyone could handle. I felt like I was being overdramatic to spend too much time vetting the candidates, when it seemed like it just couldn’t be that hard. Anyone would do.

The tricky thing here is that technical communicators have a very wide variety of skills and a broad spectrum of capabilities. A person can have the title “Technical Writer” and have it mean anything from “I know the source code inside and out, help customers directly with technical issues, and consult with the product manager on the direction and design of the product” to “I get a rough draft from an SME and add page breaks in the right places.” Read more…

bmosher3

When it comes to customer support for products and services, most organizations look to support processes such as online communities, help documentation, customer forums, etc.. But are these tools being used to their best advantage? The truth is, in most cases, they aren’t.

Moving Support into Sales & Marketing

We often take for granted the content used in support processes. Take help documentation as a prime example. It’s probably one of the most hated jobs in the organization, creating help documentation. Nobody reads it, it’s impossible to keep up to date as patches, bug fixes and major updates are completed. It’s shoved in static help documentation files, and placed on CDs, DVDs or in hard to reach places on the website. Is it ever read by a customer? Do they find it useful?

Tech writers and organizations should be happy to know that it doesn’t have to be this way. Read more…