Archive for the ‘Marketing’ Category

3 More Recipes for Persuasive Content

Saturday, January 3rd, 2009

I’m delighted with the response to 10 Recipes for Persuasive Content.  Great discussion. Hungry for more?  I’ve added three new recipes:

11. Remember Persuasion Isn’t Just for Sales

Many people isolate persuasive content to sales.  However, persuasive content is also important for customer service, self-service, and technical support. Why? Because in those contexts you still have the opportunity to influence customers.  For example, you might

  • Remind customers of your product or service benefits and differentiators.
  • Convince people to remain customers despite the problem or misunderstanding they experienced.
  • Highlight a different or additional product or service that better meets the customer’s need and might prevent future problems or misunderstandings.
  • Convince people to try customer self-service or features such as paperless billing (see example below).
  • Show appreciation for the customer.

The trick, of course, is to be sensitive to the timing and context.  Don’t try to upsell the customer before addressing the customer service need.  And don’t try to upsell the customer to a completely irrelevant product or service. An example is one of my favorite projects for Cingular Wireless, the Cingular Service Summary.  This print document, e-mail, and web content promoted self-service options to new and renewed customers.  Given to customers AFTER the sale, the content focuses on relevant information.  We had to fight to keep inappropriate upselling out of it. The fight paid off…AT&T uses a similar concept today.

The Cingular Service Summary promoted self-service options.
The Cingular Service Summary promoted self-service options.


12. Consider the Influence of “Unread” Content

Content such as brand, product, or company history and company accomplishments might seem to be junk food. Certainly, a Web site should not have more content about its history than about its products or services. But such content feeds the appetite for credibility, especially for potential clients or customers.

Here’s an example. I recently contributed to User Insight’s redesign (to launch in January 2009). I recommended that they include this type of content.  They included very little of it in their early designs, thinking that content was not useful enough.  When User Insight tested it with potential clients, guess what they asked for?

Another example I’ve discussed in a UXMatters column is the Mini-Cooper.  The history of the product is part of its appeal, so devoting some well-crafted content to it is more than appropriate.

13. Quantify the Abstract

I’ve mentioned metaphors as a fantastic way to make intangible concepts, such as services, tangible. Another way is through numbers or quantifications. Communicating the value of services—or really anything other than a hold-in-your-hand product—to new or unfamiliar customers might be a challenge. Numbers give people a taste of the service’s impact and benefit.  Numbers are also a great rational appeal (Recipe #6).

For example, Huge Interactive devotes much of its home page to statistics—projects completed, number of employees, and more (see example below). These statistics are not particularly attractive.  But they make the results of an interactive agency’s good work undeniably real. The fact the company even has these stats suggests it is organized and reliable. Finally, most people in the interactive world are familiar with metrics. Including these stats shows that Huge can speak that language.

In helping User Insight with its soon-to-launch redesign, we used numbers throughout the content to help show User Insight’s credibility as well as to drive home one of its differentiators, research efficiency. People sometimes perceive research as slow. Numbers such as completing 150 projects in a year help prove User Insight is anything but.

Huge makes the impact of an interactive agency tangible through numbers.
Huge makes the impact of an interactive agency tangible through numbers.

Persuasive Technology + Content Strategy = Influential Content

Sunday, November 30th, 2008

Persuasive Technology…Or Content?

One of my heroes is B.J. Fogg for recognizing the value and potential of persuasion in the interactive space. He defined a discipline called persuasive technology (aka captology), which you can study in the excellent book Persuasive Technology: Using Computers to Change What We Think or Do. I love this work.  My issue? Often the “persuader” is the content, not the technology.

Why should you care? It’s critical to understand what exactly is persuading so that you invest time and resources appropriately in a persuasive effort.  If you invest completely in the technology and ignore the content, your persuasive effort will not succeed.

Allow me to explain further. First, let’s look at the definition of captology. The diagram below from Persuasive Technology illustates it as the intersection between computer devices and persuasive purposes.

Persuasive technology, aka captology, is defined in this diagram.  Is technology getting the credit when the content should?

This diagram defines persuasive technology, aka captology. Is technology getting the credit when the content should?

Is a PDA persuasive?  Does a kiosk influence you? How about a website?  If you’re like me, the answer is “it depends on the content.”

Now let’s take this a step further. Captology identifies three possible persuasive roles that technology might play: tool, medium, and social actor. A tool might be an application that analyzes your fuel efficiency to help motivate you to use less gas, such as Fuelly. A medium is not so much a medium as an environment where an experience is recreated or simulated.  An example is a game such as SimCity, where the player plans a city and watches the effects of his or her decisions carry through the game. (For more on persuasive games, see Ian Bogost’s work.) A social actor persuades more in the way a person would—and in the way I think most people associate with persuasion. A simple example is an e-commerce website congratulating and thanking you for completing a purchase.  This polite encouragement might influence you to shop at the website again later.

The three persuasive roles as defined in captology. Content is a huge part of each role

The three persuasive roles as defined in captology. Content is important to all three roles.

In my opinion, all of these persuasive roles depend highly on content. The content in the tool interface must support and clarify the tool’s function, as well as offer motivating messages.  The content for a medium must accurately and compellingly create the environment or tell the story.  Who better to tell stories than content experts?  (In fact, Ian Bogost’s background is as much in literature as it is in technology.) The content for a social actor must be well-crafted, use appropriate language, have personality, employ appropriate psychological principles, and more. The social actor role is especially critical to persuasion in interactive business. As interactive self-service continues to grow, our content needs to act like our company’s engaging salesman, helpful customer service representative, and efficient technical support representative.

Am I saying the technology is not important? No. Fogg articulates well the advantages and capabilities of technology as a means for persuasion. But I fear the technology has overshadowed the content. We need both.

Influential Content: Where Persuasive Technology and Content Strategy Meet

Over the past several months I have explored the topic of content, especially persuasive or influential content.  Along the way, I discovered a movement toward defining a discipline called content strategy.  This discipline is about giving content the respect, resources, organization, and time it deserves.

Persuasive technology needs more focus on content.  Content strategy offers a keen focus on content. They’re a perfect fit. I look forward to exploring the intersection of persuasive technology and content strategy in a space I’m calling “influential content.”  Stay tuned.

Obama’s Approach to Online Influence

Tuesday, November 18th, 2008

Here’s an interesting article that a colleague sent my way. The article explores Obama’s plan to continue using the Internet, especially social networking, as a tool to influence.

Obama ready to embrace Internet as tool for persuasion and participation

 

Announcing…threebrick

Sunday, November 9th, 2008

Warning: pack() [function.pack]: Type H: illegal hex digit in /home/leenjone/public_html/blog/wp-content/plugins/wp-recaptcha/recaptchalib.php on line 242

After 10 years in interactive design and communications, I have decided to join two wonderful, talented partners—Matt Sartor and Darnell Clayton—in starting an interactive design consultancy, threebrick.


Do we need another consultancy or agency?  I thought about that question for more than a year. My answer is yes, and here are a few reasons why:

We Need a Consultancy with Expertise in User Experience, Creative Design, and Emerging Technology

Many agencies and consultancies claim expertise in these three foundational areas but do not actually have it.  It’s one thing to talk about them and another to do them successfully.  My partners and I have more than 30 years of experience combined.  We also LOVE what we do!  We constantly keep up with the latest trends, techniques, and innovations.  And we have a tendency to write or present about them, which forces us to stay extra sharp.

We Need a Consultancy That Keeps Its Promises

Too many times, by several different agencies and consultancies, a casual disregard for deadlines and commitments has shocked me.  If it continues, it will damage the credibility of the entire interactive industry.  My partners and I love this industry too much to let that happen.  I also have been dismayed at how often the people selling the work do not understand what it truly entails, so they can’t offer realistic promises.  Making a responsible promise and keeping it should not be optional.  We need a consultancy that does what it says.

We Need a Consultancy That Knows When to Talk, Who Should Talk, and When to Listen

People turn to agencies and consultancies for advice, so agencies and consultancies do need to talk.  But often the people with the expertise and useful ideas do not do the talking.  Also, my partners and I understand the art of listening—to the client, to the client’s stakeholders, to the customers, to the data.  We know that it’s impossible to truly understand a problem or a need, and consequently offer the best solution, without listening.  We call our approach “conversational design.”

We Need a Consultancy That Doesn’t Cause Fires

Sound obvious?  If an agency or consultancy has ever burned you, you know this isn’t as obvious as it should be.  My partners and I understand that clients have better things to do than put out fires due to poor planning or bad execution.  With our experience, we have taken what works and what doesn’t work to develop a “fireproof” process.

We Need a Consultancy Willing to Work with Start Ups Outside Silicon Valley

The Silicon Valley is still start-up land, but there are plenty of great interactive business ideas beyond it.  We’re willing to work with new businesses that have good ideas to help bring their dreams into reality.

We Need a Consultancy That Isn’t Fat on Overhead

In these lean economic times, we think clients will want the absolute most for their money.  We think they’re  less interested in box seats at the game and more interested in high-quality deliverables that win customers over and garner business results.

Answering a Few More Questions

  • When will threebrick be available?
    We’re happy to talk now and will be ready to hit the ground running in early 2009.  We invite you to start a conversation by e-mailing us at info@threebrick.com.
  • What are your emerging technology specialties?
    Our specialties beyond the web include mobile and speech (voice user interface) technology.
  • What are some of your other specialties?
    So glad you asked!  For user experience, our specialties include the key disciplines, such as information architecture, interaction design, usability, and content strategy.  Within our creative design offering, our clean CSS / HTML prototyping and design is a specialty.  Across all of our areas—user experience, creative design, and emerging technology—our specialties include persuasion and self-service.
  • Are you going to keep blogging?
    I’ve gone back and forth on this but have decided I will absolutely keep this blog going.
  • When will the threebrick website be available?
    Our initial presence is up at www.threebrick.com. The next version, which will tell a more complete story, will be up after the holidays.

Some Acknowledgments

I want to thank some special people, in addition to Matt and Darnell, for helping make this a reality.  Kevin, Karen, Greg, Ron, Nick, Erik—I can’t thank you enough.  I also want to thank my husband, Chris, for his kind support and patience with my loooong work hours!

What’s Happening: More on Metaphor and Content Strategy Panel

Friday, October 24th, 2008

It’s been a BUSY couple of weeks!  

  • My latest UXMatters column shares more on metaphor: The Magic of Metaphor.  So far it’s getting some interesting comments.  May the conversation continue!   

    Content about MobileMe draws on a container metaphor. For more, see my UXMatters column.

    Content about MobileMe draws on a container metaphor. For more, see my UXMatters column.

 

  • On Wednesday we held an AWESOME panel for CHI*Atlanta entitled Content Strategy: From Losing to Winning Content. Nearly 70 people attended to hear Conal Byrne of HowStuffWorks, Richard Sheffield of UPS, David Forbes of AT&T, and Kristina Halvorson of Brain Traffic.  Huge thanks to them and to all who attended. The mix of perspectives was fascinating and inspiring.  We also enjoyed a sneak preview of Kristina’s effort to define the discipline.  What a treat!  I’ll share the slides soon.

Going Deep: A Visit to Metaphoria

Monday, October 13th, 2008

“The metaphor is perhaps one of man’s most fruitful potentialities. Its efficacy verges on magic, and it seems a tool for creation which God forgot inside one of His creatures when He made him.”—José Ortega y Gasset

Harvard Professor Gerald Zaltman and marketing guru Lindsay Zaltman recently released a fascinating book, Marketing Metaphoria.

The Zaltmans call for deep thinking about consumer needs and thoughts.

The Zaltmans call for deep thinking about consumer needs.

They posit that, when companies, especially marketers, think about customers, they do not dig beneath the surface. They argue that beneath the surface are deep customer needs that truly—and often unconsciously—drive our customers’ decisions. To prove it, they conducted more than 12,000 in-depth interviews for more than a hundred clients, in more than 30 countries, using the Zaltman Metaphor Elicitation Technique, or ZMET. The results?  Seven deep metaphors emerged most often in every sector and country. People who otherwise have little in common—whether cultural background, age, gender, education, occupation, political values, consumer experiences, basic beliefs, religious preference, or almost anything else—shared these metaphors. An effective marketing strategy, the Zaltmans argue, should consider how to tap into them.

These metaphors reflect what psychology and related disciplines call univerals and include

  • balance—which focuses on justice, equilibrium, and the interplay of elements
  • transformation—including changes in substance and circumstances
  • journey—involving the meeting of past, present, and future
  • container—encompassing inclusion, exclusion, states of being, and other boundaries
  • connection—which focuses on the need to relate to oneself and others
  • resource—involving acquisitions and their consequences
  • control—the sense of mastery, vulnerability, and well-being

Though the Zaltmans are speaking to marketers and managers, anyone remotely tied to this space needs to listen.  These metaphors, coupled with thinking deeply, are the key to true influence on customers. They could help inform product and service positioning, product and service ideas, content strategy, UX strategy, and more.  They are the solution to frustrations I have experienced in the interactive marketing and UX worlds.  Interactive marketing can be very shallow.  I have complained about viewing customers as targets and misapplying psychological principles.  UX can have more depth, but people tend to stay in the “safe” realm of usability. In both worlds we hear much discussion about customer behavior.  We need to understand and align with consumer thought, which drives the behavior.

May we dare to go deeper!

Content Strategy Panel Oct. 22 in Atlanta

Sunday, October 5th, 2008

Bad content is a losing situation for users and businesses alike. But creating good content is hard. CHI*Atlanta is hosting a panel that will explore the growing discipline of content strategy, including its business and user experience value. I’m moderating, and the speakers include

  • Conal Byrne, Editor-in-Chief, HowStuffWorks
  • David Forbes, Senior Director of IT Strategy, AT&T Mobility
  • Richard Sheffield, Managing Editor, UPS and author of The Web Content Strategist’s Bible
  • Kristina Halvorson, President, Brain Traffic

Interested in attending? Register now.

When UX Misunderstands Marketing…

Wednesday, October 1st, 2008

I just read a rather bothersome post, The marketing view of user-centered design, on the highly respected blog Putting people first.  The post takes excerpts from an article about customer-centric marketing and says they are marketing’s perspective on UCD.  I don’t understand the logic.  The article does not mention UCD or claim to cover how to develop products and services.  What the article does do, however, is emphasize understanding and listening to customers for brand differentiation, message development, and feedback on products and services.  All good things.  Marketing can get very focused on the message a company is trying to convey and lose sight of who they are conveying to.  To conclude from the article that marketing views UCD a certain way is illogical and unfair because the article was not trying to express a view on it.  We can’t assume that just because the author did not mention UCD that he has a certain view of it.

More disturbing about the Putting people first post, however, is the view of marketing as easy, or a “piece of cake” with good products and services.  This could imply that UX or UCD is superior to marketing.  While this post was not smug, I hear many smug comments from UX professionals about marketing. I am afraid they will interpret the post as more justification to keep doing so.  If a smug attitude toward marketing is growing in the UX community, it needs to stop.  Why?  Because the UX and marketing communities need to collaborate well to create the best possible customer experience.

I think this smugness comes partly from misunderstanding marketing.  It is easy to condemn what one doesn’t understand.  In my UXMatters article “Marketing Isn’t a Dirty Word,” I provide some insight.  I only scratch the surface, but I think it helps show why well-implemented marketing is complex and valuable.

This smugness also may stem from experiences with bad marketing implementations or less-than-stellar representatives of marketing.  Understanding marketing can help with those issues, too.

I completely agree with Putting people first that marketing should flow from good products and services with a strong user experience influence.  I simply disagree that it makes marketing easy and the implication that it makes user experience superior.

Content Is More Than Copy

Saturday, September 6th, 2008

When I talk to people — clients, UX professionals, interactive marketers — about content, I find an assumption often lurks beneath their comments.  What’s that assumption?  It’s content = copy.  From that assumption follows many other unspoken assumptions that give me the willies:

  • We can scrounge the content together at the last minute. 
  • Anyone who can write a sentence can develop content.
  • We shouldn’t invest money in content.  We should invest it in technical development.
  • We don’t have to do much to keep content fresh or of high quality.
  • We need to worry about content for just one project, product, or channel at a time.

No, no, a thousand times no! Content is so much more than copy.  Content is strategic. This perspective is critical to making the right design and investment decisions for a product or an interactive marketing effort.  Here’s my stab at explaining why.

The Literal Explanation: Content Is Other Things, Too

Sure, copy / text is a big part of content…so are these things:

  • Photos and images
  • Data and numbers and related visualizations of them
  • Videos

What is more, usually these items have a relationship with the text, such as supporting or further explaining the text.  If you think content is only copy, you’re probably neglecting these other types of content.  And you’re likely not coordinating them well with the copy.


Photos are  quite literally content.  For more, see my friend Nick’s blog.

The Philosophical Explanation: Content Automates and Differentiates

Businesses are using interactive channels more and more for self-service, where customers can help themselves.  Some folks such as Daniel Pink say we’re entering an age of more automation than ever.  Also, Forrester reports continue to show that the trend toward self-service is only rising. That means interactive channels are not just conveying a message.  They are replacing human interactions.  They are providing the service.  We can shop online, manage accounts online, pay bills over the phone, receive shipping notifications by text message, check in to flights with a kiosk.  So our content needs to provide the “human” factor.  It needs to speak like an ingenious sales person, a helpful customer service representative, an affable technical support expert, and more.  The content needs to do everything possible to help customers succeed in using self-service.

I’d say that’s a big job you can’t throw together at the last minute. :-)

Furthermore, usability and technical performance will be important to self-service — but not the differentiator.  Thanks to the keen awareness of usability in the interactive and user experience world, everyone will be concerned about usability and technical performance.  Your company, your competitors, everyone. It’s obvious a customer can’t get service from a hard-to-use, slow, or buggy application.  But usability and technical performance only get you on the playing field.  What gives you the winning edge is persuasive, useful content.

Sound far-fetched?  Consider this. At the close of 2006, Forrester released a report entitled “Use Persuasive Content to Improve the Customer Experience.” This report calls for less emphasis on the technical aspects of content management systems and more emphasis on the content itself.  To quote:

Information and knowledge management professionals who support eBusiness, multichannel, and Web content management initiatives can drive signficant improvements in customer experiences. How? By putting more emphasis on using content to help customers — whether  it is providing relevant information when customers buy a product or delivering easy-to-use or understandable content for customer self-service Websites — rather than simply focusing on how to create, manage, and search for content.

Let’s stop treating content like it’s crap work.  Let’s get serious about content, for it’s key to helping customers and differentiating our companies, our products, ourselves.  Content is more than copy!

Don’t Shoot at Customers

Tuesday, August 12th, 2008

Customers are not targets. We are not shooting at them. Yet, I think many interactive marketing folks get sucked into this mindset. With this view, customers are little more than numbers or metrics, which makes manipulative tactics for short-term gain all the more tempting. For instance, Tagged.com used questionable tactics to up its user base. Tagged.com mined its existing users’ e-mail address books and sent invitations to those people without any consent. The cost of annoying users by violating their privacy likely outweighed any increase in its user base. Also, the quality of its user base gained—the likelihood that the new users would ever use Tagged.com—probably was low. Metrics are important, to be sure, but focusing ONLY on metrics and forgetting that customers are people can mean disaster.

To help avoid this manipulative mindset, we need to

  • Think of customers as people—even if we can’t look them in the eye.
  • View marketing to customers less as aiming messages at targets and more as building relationships with them.
  • Focus on long-term benefits, not short-term gains.

For more on this topic, see my article Winning Content Persuades, Not Manipulates.