為什么網(wǎng)站內(nèi)容管理如此重要？ 需要哪些專(zhuān)業(yè)技能人才
來(lái)源:網(wǎng)站推廣 2013-05-31
內(nèi)容管理在大多數(shù)組織的商業(yè)決策中,在用戶(hù)體驗(yàn)的提升中,一直是不太被理解,經(jīng)常被忽視的領(lǐng)域,在具體執(zhí)行中也有很多不一致的地方。要克服內(nèi)容傳遞的“不一致”,給受眾一個(gè)統(tǒng)一的口吻,面臨諸多挑戰(zhàn)。這里我想簡(jiǎn)要討論一下內(nèi)容管理領(lǐng)域面臨的主要問(wèn)題。
什么是內(nèi)容管理?
內(nèi)容管理其實(shí)是一系列的流程和技術(shù),它支持任何形式的信息收集、管理和出版。內(nèi)容管理與項(xiàng)目的各個(gè)方面如界面、交互、技術(shù)相互交織,產(chǎn)出的內(nèi)容必須確保符合語(yǔ)境,符合受眾預(yù)期。項(xiàng)目上線后,內(nèi)容管理還要定時(shí)進(jìn)行內(nèi)容維護(hù),確保內(nèi)容精準(zhǔn)。
很多人都理所當(dāng)然的認(rèn)為一個(gè)內(nèi)容管理員(Content Mangers)的工作就是簡(jiǎn)單的檢查下拼寫(xiě)、語(yǔ)法錯(cuò)誤。但是這是一個(gè)很大的誤解。這樣一個(gè)短淺的想法導(dǎo)致了內(nèi)容管理領(lǐng)域作為一個(gè)整體存在普遍問(wèn)題,包括:
項(xiàng)目做計(jì)劃的時(shí)候不考慮內(nèi)容
內(nèi)容管理員自己對(duì)自己應(yīng)該扮演的角色缺乏了解
項(xiàng)目進(jìn)行的時(shí)候并不把內(nèi)容管理員納入項(xiàng)目參與者
認(rèn)為內(nèi)容管理這種工作只需要一兩個(gè)人就夠了,不管公司規(guī)模有多大
固守陳規(guī)的認(rèn)為所有的內(nèi)容管理員都應(yīng)該來(lái)自新聞寫(xiě)作或者創(chuàng)新寫(xiě)作領(lǐng)域
事實(shí)上,要想與受眾進(jìn)行有效的、一致的、成功的交流,一個(gè)內(nèi)容管理團(tuán)隊(duì)需要擁有各種專(zhuān)業(yè)技能人才,包括:
內(nèi)容策略人員
文案寫(xiě)作人員
技術(shù)管理人員
這些人才也應(yīng)該在很多領(lǐng)域有相關(guān)的專(zhuān)業(yè)經(jīng)驗(yàn),這些經(jīng)驗(yàn)可能與現(xiàn)在的職位并不直接相關(guān),比如:
項(xiàng)目管理
市場(chǎng)營(yíng)銷(xiāo)
設(shè)計(jì) (Photoshop, 交互,排版)
開(kāi)發(fā) (HTML, CSS, JavaScript)
商業(yè)分析
SEO引流
為什么一個(gè)經(jīng)驗(yàn)豐富的內(nèi)容管理團(tuán)隊(duì)那么重要?
一個(gè)成熟的內(nèi)容管理部門(mén)應(yīng)該游走與各個(gè)部門(mén),參與項(xiàng)目的各個(gè)方面,不管這個(gè)項(xiàng)目是大是小。內(nèi)容并不存在于真空中-它與一個(gè)系統(tǒng)的各個(gè)方面緊密結(jié)合。在項(xiàng)目的任何一個(gè)步驟中 – 從一開(kāi)始的概念設(shè)計(jì)、框架結(jié)構(gòu),到HTML編輯,再到項(xiàng)目發(fā)布以及項(xiàng)目后期維護(hù),內(nèi)容都是重要的組成部門(mén),所以一條內(nèi)容信息在上線之前可能會(huì)經(jīng)很多人的手。
這就是為什么內(nèi)容管理員需要有相關(guān)的工作經(jīng)驗(yàn),以確保在項(xiàng)目開(kāi)發(fā)的任何一個(gè)步驟中,他們都能機(jī)動(dòng)靈活的確保內(nèi)容產(chǎn)出的質(zhì)量。
我們舉一個(gè)例子:
有一個(gè)小項(xiàng)目,需要一個(gè)行動(dòng)點(diǎn)。所以?xún)?nèi)容管理員Dave提供了下面一個(gè)的文案:
Click the ‘Learn More’ link below to find out more about us!
Dave在整個(gè)項(xiàng)目中就參與了這一個(gè)小點(diǎn)。但是當(dāng)項(xiàng)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(gè)項(xiàng)目開(kāi)發(fā)的周期中,并沒(méi)有追蹤自己的文案被放在哪里了,所以造成了這些問(wèn)題:
他寫(xiě)的行動(dòng)點(diǎn)描述的是一個(gè)鏈接,但是設(shè)計(jì)師認(rèn)為做成按鈕更加好看。所以現(xiàn)在他寫(xiě)的這個(gè)行動(dòng)點(diǎn)在這個(gè)語(yǔ)境下是錯(cuò)誤的了。
他寫(xiě)了“Learn more”,但是并沒(méi)有放上超鏈接,所以開(kāi)發(fā)工程師自己寫(xiě)了“Learn more info about us”�，F(xiàn)在這兩句話對(duì)行動(dòng)點(diǎn)的描述不一致了。
開(kāi)發(fā)工程師寫(xiě)的文案“Learn more info about us”太長(zhǎng)了,并且都是小寫(xiě)。作為行動(dòng)點(diǎn),這樣的寫(xiě)法太不顯眼,并且難以閱讀。
從這個(gè)小例子中我們可以看出,對(duì)文案的不重視,對(duì)文案從各個(gè)部門(mén)中怎樣流轉(zhuǎn)不關(guān)注,會(huì)給用戶(hù)帶來(lái)很多困惑,嚴(yán)重影響用戶(hù)體驗(yàn)。
在阿里巴巴國(guó)際站UED,我們的內(nèi)容管理團(tuán)隊(duì)的策略是從不同的領(lǐng)域中雇傭經(jīng)驗(yàn)豐富的專(zhuān)家。由于我們是國(guó)際性的網(wǎng)站(內(nèi)部交流的語(yǔ)言并不是我們的設(shè)計(jì)輸出語(yǔ)言),我們面臨諸多語(yǔ)言挑戰(zhàn),這就更需要我們?cè)诠芾韮?nèi)容上使用強(qiáng)大、有序的方法。
工具和人才對(duì)我們團(tuán)隊(duì)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(lái)幫助我們創(chuàng)作、監(jiān)督和部署文案。
如果一個(gè)公司要與用戶(hù)進(jìn)行一致、成功的交流(從而展現(xiàn)自己強(qiáng)大、統(tǒng)一的品牌形象),那么內(nèi)容管理與各個(gè)部門(mén)之間的界限-不是內(nèi)容管理的方法-必須要模糊。
曹利娟譯
Content Manager
阿里巴巴國(guó)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(wǎng)頁(yè)客服工具(www.365webcall.com)
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