Content Marketing & Persuasion Architecture
Architecting an online experience is a challenge that site and apps developers have long appreciated and understood. Information architects and designers craft individual pages to fit in a flow that, ideally, leads customers and prospects through a journey to satisfy a service need or end in a transaction to obtain a product.
The best experiences continually persuade users that they want to continue the journey and remove barriers to further interaction and purchase, inspiring industry leaders to refer to the structure of web and app pages as persuasion architecture. While useful, customer behavior clearly shows us that for most categories shopping is not a single platform experience.
Rather, customers actively seek other sources to inform their decisions – personal and professional networks, third party experts, competitors – which, at least, upsets the carefully designed, persuasive flow of site and app architects. What is a persuasion architect to do?
New and evolving targeting technology is providing a landscape where experience designers can extend their persuasive flow beyond the boundaries of their platform. Data solutions providers and media planners now have the potential to work with UX designers to craft a “distributed persuasion architecture” where valuable content and messaging can be layered across the media landscape to continue interactions with target customers.
This blog has included several postings dealing with the skills and team design needed to deliver “digital” well for brands. From the implications of immersive content platforms (Return of the Product Manager) and the different perspectives of millennial staff (The Native Advantage), we’ve thought a lot about what evolving digital platform and ad tech capabilities require from strategy and delivery teams. These organizational design considerations are essential to evolving marketing teams as our channels and customer behavior continue to evolve at a pace never before seen in history.
One thing that won’t ever change is the fundamental objective of marketing and communications teams across channels: to be persuasive about the products or services they are promoting. After we succeed in “interrupting” audience’s attention and attracting eyeballs (and/or ears), and have established the first hints of interest our messaging and experiences must aim to persuade that a service, product, or, yes, brand is worth creating a relationship with.
Years ago the concept of looking at brand/customer interactions as conversations intended to persuade was cleverly applied to online user experience design challenges as “persuasion architecture.” This took the form of developing website experiences in a non-hierarchical way, so instead of building a site from the top down, which too often mirrored the structure of an organization (company>brands>products & services>product) rather than the way customers explored their needs (search>search results>product) and the questions they were seeking to answer.
Practitioners of this approach, notably industry heavyweights Bryan and Jeffrey Eisenberg, designed experiences to provide answers to questions they would anticipate from customers and prospects exploring a product or service need. So if someone searched Google for “accounting software” and landed on a product page, the designers of that page would consider what questions a shopper would have when viewing the page and provide content or clear pathways to answer those questions.What operating systems does it work on? Is this for personal or business accounting needs? Can I handle invoicing, payments and receivables with the software? These are all examples of questions shoppers of accounting software would likely seek to answer.
Persuasion architecture thinking was and is a great way of delivering a site experience and identifying content needs in a user-centric way that leads a prospect along a clear pathway toward a transaction. In part the content marketing revolution reflects a broad recognition that brands have not done a great job historically of providing answers to questions through case studies, articles, and videos that show the benefits of products and services rather than just showing a picture or list of features and then offering an order button.
Shopping is not a Site Experience
But of course online audiences rarely feel constrained by the boundaries of an individual site domain and rather seek to interact with multiple online sources and platforms to continue their investigation and gather affirmation that a particular product is the right one for them, so persuasion architecture purely in the context of site development is an incomplete answer. This is where implications for how marketing teams may need to (again) evolve and organize themselves in order to be effective should be acknowledged.
Media as Part of the Journey, Not Just the Start
It can appear expedient to separate the thinking and people focused on online platform development from those focused on media messaging and distribution considering that the tools leveraged within those disciplines are very different. I know plenty of UX leads who neither know nor care to know what goes into an insertion order and plenty of media planners who lose consciousness when asked to review wireframes, but for the purposes of building a modern persuasion architecture the skills of both teams are required.
Improving cross-platform identification technology provides the landscape where the principles of persuasion architecture are going mobile… And social… And just about anywhere customers interact with the internet. Customer behavior has always been multi-channel and multi-platform. New tracking and data solutions capabilities are now allowing experience design (very broadly speaking) to be as well.
Facebook and Google do an effective job of tying together your cross-platform journeys, which is why that pair of pink pants you once looked at keep appearing in your feed, and data solutions providers like Neustar, Nielsen, and Merkle proclaim the ability to map customers to a broad database of online interactions with a high degree of accuracy. Retargeting shoppers with images and logos of the products they recently reviewed is just step one of applying that technology.
Emerging content marketing platforms like OneSpot (who list the aforementioned Eisenberg brothers as advisors) are starting to gain traction in demonstrating the value of looking at media as an extension of the consideration journey that good web platforms have always labored to deliver. Marketers now have the opportunity to continue answering questions they expect prospective customers have beyond their owned platforms. OneSpot calls this content sequencing, which is the notion of anticipating content browsers want to see based on online behavioral and demographic patterns, and serving that content up on different platforms and channels – wherever a browsers’ online journey takes them.
Right now Adam Weinroth, CMO of OneSpot, sees its platform as being most effective when their algorithm serves content to web browsers based on engagement patterns rather than how a brand would like to see customers explore their offerings. But the Ambililty team wonders if a potential source of revenue for OneSpot and companies like it could be brands looking expansively at persuasion architecture and where customers explore their options online. That, again, would require brands to unify (or, at least, align) their platform and media teams around the fundamentals of persuasion architecture.