This post was mentioned on Twitter by willsansbury: Different functional roles view content differently at different times in product’s lifecycle, says @leenjones http://tinyurl.com/yc4fdrs...

I also see a need to address the situation when content is tied to channel(s) that critically support a product or service. For that situation, I’m exploring the customer relationship lifecycle. (I started to layer it in, but the visual was becoming…not visual!) I plan to explore time and focus on content for product and for channel in a separate visual.

I think there is some subtle satire at work in here, too, because we’ve all had experiences with “on/off” marketing campaigns and other single-burst theatrics from the PR hack down the hall. What’s missing so often is the long view: what’s the effect of our content over time in terms of advancing an experience, a product or service? Which is why it’s heartening to see content marketers start to think longer term with keyword analysis, for example, in lieu of dashed-off overnight splashes. It’s about really grasping the longevity of content, its value over time.

Just as importantly, Colleen, I wonder whether there’s a somewhat different vector we could add above, which is when content *is* the product of a digital property–a web magazine, for instance. My approach with editorial strategy is to wed it to the product development lifecycle in such a way that a client is over time increasing content focus, able to increase their capacity/production/reach, and genuinely expanding their content business. Economic cycles and user engagement trends aside, up and to the right is the way that vector should always go.

That, of course, is one consultant’s projection rather than a reality! But all the same, I would love to see someone take your prototype and start to layer in representative data.

In my theory, one can use the free/open process classification framework from APQC.org that documents process across an inter/intra web. As we know each function and process has content assets, what’s new is this framework allows us to roll those assets into a SG&A taxonomy.

Why SG&A? Because SG&A is measurable, for public companies in the U.S.A., through GaaP and soon to be IFRS. SG&A allows us to evaluate cost variances and justify process and product content optimization initiatives.