為什么網站內容管理如此重要？ 需要哪些專業(yè)技能人才
來源:網站推廣 2013-05-31
內容管理在大多數組織的商業(yè)決策中,在用戶體驗的提升中,一直是不太被理解,經常被忽視的領域,在具體執(zhí)行中也有很多不一致的地方。要克服內容傳遞的“不一致”,給受眾一個統(tǒng)一的口吻,面臨諸多挑戰(zhàn)。這里我想簡要討論一下內容管理領域面臨的主要問題。
什么是內容管理?
內容管理其實是一系列的流程和技術,它支持任何形式的信息收集、管理和出版。內容管理與項目的各個方面如界面、交互、技術相互交織,產出的內容必須確保符合語境,符合受眾預期。項目上線后,內容管理還要定時進行內容維護,確保內容精準。
很多人都理所當然的認為一個內容管理員(Content Mangers)的工作就是簡單的檢查下拼寫、語法錯誤。但是這是一個很大的誤解。這樣一個短淺的想法導致了內容管理領域作為一個整體存在普遍問題,包括:
項目做計劃的時候不考慮內容
內容管理員自己對自己應該扮演的角色缺乏了解
項目進行的時候并不把內容管理員納入項目參與者
認為內容管理這種工作只需要一兩個人就夠了,不管公司規(guī)模有多大
固守陳規(guī)的認為所有的內容管理員都應該來自新聞寫作或者創(chuàng)新寫作領域
事實上,要想與受眾進行有效的、一致的、成功的交流,一個內容管理團隊需要擁有各種專業(yè)技能人才,包括:
內容策略人員
文案寫作人員
技術管理人員
這些人才也應該在很多領域有相關的專業(yè)經驗,這些經驗可能與現(xiàn)在的職位并不直接相關,比如:
項目管理
市場營銷
設計 (Photoshop, 交互,排版)
開發(fā) (HTML, CSS, JavaScript)
商業(yè)分析
SEO引流
為什么一個經驗豐富的內容管理團隊那么重要?
一個成熟的內容管理部門應該游走與各個部門,參與項目的各個方面,不管這個項目是大是小。內容并不存在于真空中-它與一個系統(tǒng)的各個方面緊密結合。在項目的任何一個步驟中 – 從一開始的概念設計、框架結構,到HTML編輯,再到項目發(fā)布以及項目后期維護,內容都是重要的組成部門,所以一條內容信息在上線之前可能會經很多人的手。
這就是為什么內容管理員需要有相關的工作經驗,以確保在項目開發(fā)的任何一個步驟中,他們都能機動靈活的確保內容產出的質量。
我們舉一個例子:
有一個小項目,需要一個行動點。所以內容管理員Dave提供了下面一個的文案:
Click the ‘Learn More’ link below to find out more about us!
Dave在整個項目中就參與了這一個小點。但是當項目上線后,Dave看到了下面的:
Click the ‘Learn More’ link below to find out more about us!
Dave在這個項目開發(fā)的周期中,并沒有追蹤自己的文案被放在哪里了,所以造成了這些問題:
他寫的行動點描述的是一個鏈接,但是設計師認為做成按鈕更加好看。所以現(xiàn)在他寫的這個行動點在這個語境下是錯誤的了。
他寫了“Learn more”,但是并沒有放上超鏈接,所以開發(fā)工程師自己寫了“Learn more info about us”�，F(xiàn)在這兩句話對行動點的描述不一致了。
開發(fā)工程師寫的文案“Learn more info about us”太長了,并且都是小寫。作為行動點,這樣的寫法太不顯眼,并且難以閱讀。
從這個小例子中我們可以看出,對文案的不重視,對文案從各個部門中怎樣流轉不關注,會給用戶帶來很多困惑,嚴重影響用戶體驗。
在阿里巴巴國際站UED,我們的內容管理團隊的策略是從不同的領域中雇傭經驗豐富的專家。由于我們是國際性的網站(內部交流的語言并不是我們的設計輸出語言),我們面臨諸多語言挑戰(zhàn),這就更需要我們在管理內容上使用強大、有序的方法。
工具和人才對我們團隊的成功非常重要。但是更重要的是我們有一套有效、可靠、可衡量的流程來幫助我們創(chuàng)作、監(jiān)督和部署文案。
如果一個公司要與用戶進行一致、成功的交流(從而展現(xiàn)自己強大、統(tǒng)一的品牌形象),那么內容管理與各個部門之間的界限-不是內容管理的方法-必須要模糊。
曹利娟譯
Content Manager
阿里巴巴國際站UED
英文原文:
The Importance of Content Management
Content management is a poorly understood, frequently underappreciated and inconsistently implemented aspect of most organization’s business strategy. There are many challenges in overcoming this ‘fuzzy’ approach to present – what should be – a unified corporate voice to the audience. The main issues are outlined below.
What is content management?
Content management is the set of processes and technologies that support the collection, managing, and publishing of information in any form or medium. [1] It involves the deployment and maintenance of contextually relevant and efficiently targeted content across all areas of a project.
Most people assume a content manager’s job is to simply check text for spelling and grammar errors, but this is an important misunderstanding. This narrow view leads to institutionalized issues for content managers as a whole, namely:
A lack of consideration of content during project planning
A lack of understanding from content managers themselves as to their own role
A lack of inclusion of content managers during the project build phase
The perception of content management as a job for only one or two people, regardless of the size of a company
The stereotype that all content managers should come from journalistic or creative writing backgrounds
In reality, the ability to communicate efficiently, coherently and successfully to any audience requires a team of specialists, including:
Content Strategists
Copywriters
Technical Managers
These specialists should have solid professional experience in wider areas not directly related to their current positions, such as:
Project Management
Marketing
Design (Photoshop, Interaction, Typography)
Development (HTML, CSS, JavaScript)
Business Analytics
SEO
Why is an experienced team so important?
A mature content management department should be deeply interwoven into every aspect of a project, large or small. Content does not exist in a vacuum – it is integrated with all of the features of the system that the user interacts with. As a result, content passes through many hands during the build phase – from concept and wireframing, through design and HTML production to project launch and post-launch updates.
It is for this very reason that content managers need relevant experience to shepherd their output through each stage with great vigilance. This is illustrated in the following example:
A call to action was required from a content manager for a small project. The content manager – let’s call him ‘Dave’ – provided the following copy:
Click the ‘Learn More’ link below to find out more about us!
This was Dave’s only involvement in the project. When the project finally went live, Dave saw the following:
Click the ‘Learn More’ link below to find out more about us!
As Dave didn’t follow his copy throughout the project life-cycle, the following problems occurred:
His call to action describes clicking a link, but the designers thought a button would be more stylish. His reference to the call to action is now wrong.
His text says Learn More, but he didn’t provide the words for the actual hyperlink in his copy. The developer chose to write Learn more info about us herself. Now, the copy and call to action do not match.
The Developer’s Learn more info about us copy is too long, and in standard case. As a call to action, it is not prominent and difficult to read.
So with this quick example, we can see that a lack of attention and consideration of how copy is handled as it passes from one department to another can quickly lead to a confusing user experience at project launch.
In B2B ICBU UED Content Management, our strategy is to hire seasoned experts from a variety of disciplines. The challenges for working in an international organization (one where the primary output language is not the primary language of internal communication) places a much greater need for a robust, well-organized approach to managing content.
Tools and talent are very important to the success of our department. But more important still is a well-worked out, reliable and scalable process for creating, monitoring and deploying our content.
The most important requirement of all is that our team extends and blends its influence across all relevant departments, from Design to Development and from User Research to Marketing.
For a company to communicate consistently and successfully with the audience (and thereby present a robust, unified brand), the boundaries between departments – not the approach to content management – must be fuzzy.
Chris Dyer
Manager, Content Management Team
Alibaba UED
References
https://en.wikipedia.org/wiki/Content_management
meaningful-marketing.com/building-content-management-team/
文章編輯: 365webcall網頁客服工具(www.365webcall.com)
我的評論
| 登錄賬號： | 密碼： | 快速注冊 | 找回密碼 |  |
