BC Tip: Enel - Facebook Messenger news bot

Enel offers a news bot through Facebook Messenger which shows some promise for corporate communications

 elen, Enel’s Facebook Messenger bot, introduces itself

elen, Enel’s Facebook Messenger bot, introduces itself

The Feature

Enel, the Italy-based power company, offers a Facebook Messenger news bot which it has named ‘elen’.

 The bot is accessed via a Facebook Messenger icon in Enel.com’s navigation, positioned prominently next to the hamburger menu icon on the right hand side of the header. It can also be reached via the group’s Facebook page.

The bot begins by introducing itself as a news bot and informing the user that they can tell it what topics they are interested in, or use a menu presented in the bot, which is a series of links to areas on the corporate site such as news, press releases, and stories.

It also offers an introduction to the company and its sustainability activities. Users can ask elen questions or type in topics, and the bot automatically produces basic answers or links to the corporate site.

If it gets stuck, as it did on a question about the company’s position on global warming, elen allows the user to request an answer from a human – which we received promptly.

The Takeaway

Elen will be useful to audiences who want basic, general information and news, and the informal tone helps to humanise the company. It also sends a signal about the company’s innovative approach, but those wanting more detailed information are still better off sticking with the corporate website.

Ultimately, the bot works best as a way of funnelling Facebook and mobile users back to the corporate website, and presumably deflecting contact about basic company information (but still needs humans for more complex answers).

It is something of a risk to tie the bot to a particular platform, in this case Facebook Messenger. Not all corporate website users will have installed Facebook Messenger, and may be unwilling to do so or to log in on desktop.

Promotion of elen is weak too: although the Facebook Messenger icon is located in the header, some users may not be aware of what it is. It is not clear, before clicking on it, what exactly the user will get in return.

T-Systems Germany, by contrast, has a careers chat bot offered directly from its website which does not require any third party platform installation, as we wrote earlier this year, and which states clearly what it can be used for.

https://www.messenger.com/t/EnelGroup

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

Thin and anti-social: the state of world leaders' websites

Disappearing social channels, shrinking background information, crumbling navigation and an unhealthy focus on press releases... Scott Payton finds evidence of decline on five G7 leaders' websites.
 

Back in March 2015 we toured the official websites of each of the G7 leaders in search of ideas for corporate digital managers. We found much variety and some useful lessons

There’s been a change at the political top in five G7 countries since then. Has this brought fresh approaches to their online communications? We revisited to find out – and spotted four trends:

  • A marked drop in social media activity on most country leaders’ official websites. Use of social channels by political leaders might have become more prevalent – and has certainly become more contentious – in the last few years. But this has become much less visible on their web presences.

  • A deterioration in navigation: it’s generally harder to find key information and easier to get lost on all five of the sites we revisited.

  • A paring back of ‘About us’ information: students and others researching the roles of political leaders and their offices are more poorly served by these sites today than three years ago. The White House site has the richest policy and process material of the five sites we looked at – with the UK prime minister’s office providing the thinnest. [European readers are invited to insert their own Brexit joke here.]

  • A tightened focus on news: all five of the G7 leaders’ sites we revisited are more fixated than ever on bypassing the traditional media to convey the latest speeches and press releases to the general public. Expanding this role of the site has, however, come at a cost to others.

For corporate web managers, the sites discussed below are worth visiting to gather ideas on conveying news to generalist audiences. But in many respects, the best corporate websites now dramatically outclass these public sector counterparts. 

The White House

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During the Obama administration, the White House website was awash with tools and materials designed to get citizens ‘involved’ – from signing petitions to sharing videos and infographics carefully designed to ‘go viral’. We wrote approvingly about all this in January 2013.

Revisiting in September 2018, it’s a very different site. Attempts to encourage citizens to engage have been substantially scaled back. There is no longer a ‘Social Hub’, ‘Engage’ page or ‘Participate’ main menu link.

There is a link labelled ‘Get Involved’, hidden behind a hamburger menu (poor practice in desktop mode of a site), and in the footer. This leads to a page offering just three options to engage – sign up to email updates, write to the President or apply for an internship or fellowship.

Social media integration is limited to a panel showing a recent @whitehouse tweet on the home page, links to the President’s and other officials’ Twitter feeds on biography pages, plus standard footer icons linking to the official White House Facebook page, Twitter feed and Instagram account. 

The primary navigation menu consists of five policy topics – Economy, National Security, Budget, Immigration and The Opioid Crisis. On click, each leads to brief introductory material on the topic, followed by a list of links to related statements, fact sheets and other information. It is a simple approach – but clear, intuitive and far more informative (if uncompromisingly partisan) than equivalent material on the four other sites we revisited. 

Information about the White House itself has been stripped back, too: an elaborate multimedia tour has been removed, for example. 

Site layout is clean and clear, and users who take the time to dig into the site will find some useful information on various executive offices and the people who run them.

Navigation and orientation provisions are very poor, however: it is hard to work out what each section contains, and to keep track of where you are within them. 

Office of the Canadian prime minister

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Justin Trudeau may share little common political ground with Donald Trump, but his official website is also less ‘social’ than his predecessor’s. 

There is no longer any signs of ‘24 Seven’, an ‘online magazine that publishes shareable content’, which used to be a key part of the Canadian prime minister’s site. 

Like the Trump-era White House site, the official Trudeau web presence has been simplified and decluttered – though an embedded @CanadianPM Twitter feed features prominently in all key sections.

While policy topics dominate the White House site’s primary navigation menu, there are few signs of them at all on Justin Trudeau’s site. The focus, instead, is on news and photos. Visitors looking for information about the role of the Canadian prime minister and his offices will be disappointed, too: there is good biography information but little else. 

The Élysée Palace

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The online home of the French Presidency is far more ‘social’ than its US and Canadian counterparts. Indeed, before users can reach the site’s home page they are urged to ‘Like’ the official Facebook page. 

The home page itself is dominated by a grid of videos, images and other materials designed to be shared on Twitter and Facebook. ‘Social Networks’ is a primary menu link. ‘Share’ icons are festooned across the News landing page and elsewhere. 

Policy topics get far less prominence than on the White House site. And although the home page was full of fresh material during our September 2018 visits, there were signs elsewhere of serious neglect: the ‘Social Networks’ landing page contained just four tweets – all from May last year.  

And like the White House site, navigation is weak. For example, a substantial but poorly presented section providing information on the role of the French Presidency appears to sit entirely outside the primary section structure of the site. 

Prime Minister’s Office, 10 Downing Street

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As in our previous visits three and a half years ago, the UK Prime Minister’s office does not have its own website. Instead, it occupies a tertiary-level section of Gov.uk, the UK government’s comprehensively consolidated website. 

This remains a serious drawback. Gov.uk is designed to make it easy to find and fill out government forms, pay bills and complete other linear tasks. It does this very well. But the site is not designed to house editorially or visually rich information, or to make it easy for users to jump between different categories of material deeper in the site. Moreover, some parts of the Prime Minister’s office section are astonishingly thin: the ‘About us’ area consists of just one paragraph, for example.

Office of the President of the Council of Ministers of the Italian Republic

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The online presence of the Italian presidency has improved since early 2015 – though problems remain. An extremely dated site has been replaced with a modern offering that takes its visual cues from online magazines. 

Like the other sites discussed above, it suffers, however, from confusing navigation: key links are buried behind a hamburger menu even in desktop mode, and the news-focused home page is full of baffling icons that are anything but self-explanatory.

And like most of the other G7 leaders’ sites, social media integration is minimal. The priority, once again, seems to be to broadcast news directly to citizens, without journalists or social media users getting in the way. 

- Scott Payton

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

 

 

 

BC tip: Oracle – Making cookies hard to swallow

Cookie compliance notices may be legally necessary in Europe, but the US software giant does nothing to sweeten the user experience.

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The Feature

Although cookie notices are commonplace in Europe following the adoption of GDPR regulations earlier this year, a cookie notice we came across on Oracle’s UK site is unusual.

It is delivered in an overlay which covers much of the page, effectively preventing visitors from accessing the material unless they complete the form. The form is also more extensive than most, including headings and summaries for three types of cookies (required, functional and advertising cookies); and users are asked to opt in or out of each. Selecting ‘No’ returns a note informing the user ‘We are processing the requested change to your cookie preferences. This may take up to a few minutes to process.’

During our visit, this was followed by a note stating ‘You have successfully updated your cookie preferences’ together with a contradictory warning that ‘… Some vendors cannot receive opt-out requests via https protocols so the processing of your opt-out request is incomplete.’ and inviting us to try again.

The Takeaway

Oracle’s verbose and legalistic approach to cookie compliance risks irritating and alienating users – lawyers seems to have been given free rein to create a form, without any attempts to make it user friendly or easy to digest.

The complexity may be unnecessary (when compared to most of these notices we have come across) and the ‘few minutes’ processing time adds to the irritation. Together, the approach undermines this technology company’s attempts to look technologically slick.

Although Oracle’s digital managers could not decide whether or not to publish the legally required cookie notices, they could have done a better job to influence how the options are presented to visitors.

https://www.oracle.com/uk/applications/taleo.html

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

BC tip: Netflix – A podcast for jobseekers

A one-hour podcast is unusually open about hiring practices and company culture

BC tip - Netflix.png

The Feature

Netflix, the fast-growing US media streaming company, has a podcast on its careers microsite, ‘How We Hire at Netflix’. Produced in May 2018, it is the second in a series of podcasts on all aspects of the company, ‘We Are Netflix’, which has been running since March.

In the podcast, a presenter interviews two representatives from the human resources department, covering the company’s self-starting culture – ‘some people will thrive in this environment and some will not’; the interview process and how salaries are negotiated; as well as controversial issues in the technology sector such as diversity and ‘implicit bias’ in job interviews.

The Takeaway

The podcast is unusual for its openness and its length. The guests appear to be answering spontaneous questions, and although the interviewer doesn’t probe too far and they don’t give away any trade secrets, the treatment of controversies is far more open than in most corporate productions.

At nearly an hour, it is much longer than most corporate podcasts, perhaps mirroring the current fashion for ‘long-form’ articles. The length and openness will likely appeal to many jobseekers.

However, those pressed for time (which include jobseekers with families, who are mentioned in the podcast) may not have time to listen to all of it; and there no context provided for them, such as a summary, bullets or excerpts.

For example, one of the most interesting tidbits comes at the end, in a discussion about salaries. For ‘80 to 90 per cent’ of candidates, they are asked to accept a job before knowing what the salary will be, because Netflix knows it already pays at the ‘top of the market’. Some potential hires, who stop listening before the end, may never hear about that.

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.
 

BC Tip: The Walt Disney Company – easy route to hard CSR data

The US entertainment giant makes it exceptionally simple for users to find a comprehensive table of non-financial performance data

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The Feature

The Walt Disney Company’s corporate site has a primary section titled ‘Environment’. 

On click, users are taken to a landing page with a prominent link to a ‘2017 CSR Update’ PDF, visible without the need to scroll on a standard desktop monitor. 

Clicking this link leads to a PDF with a list of links to six language versions of the CSR Update. Each of these has a clearly presented, hyperlinked contents page, with ‘Data Table & Footnotes’ included in the contents options.

Clicking this option leads to a comprehensive table of non-financial performance data for the last three years across a wide range of metrics, including emissions, philanthropy, employee diversity and supply chain ethics. 

The PDF also includes a comprehensively hyperlinked GRI Index and an overview of CSR performance against targets.

The Takeaway

Like many major US companies, Disney is increasing its efforts to communicate its CSR performance. While its online presentation of this issue is not sophisticated, it is effective in three ways.

First, CSR performance data is exceptionally prominently signposted. Second, the use of hyperlinks in the PDF CSR report makes it easy for users to jump to specific information. Third, Disney aggregates top-line performance of a good depth across multiple metrics in a single table.

The provision of this data in downloadable Excel format, the inclusion of information on performance against targets in the aggregated table, would make Disney’s strong provision even better – as would an overhaul of the Disney corporate site’s flawed navigation system

https://www.thewaltdisneycompany.com/environment/ 

For more commentaries, tips and downloads for online corporate communications professionals, visit our website

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

The rocky road to media section heaven

The arrival of 'media asset databases' in two corporate sites gave David Bowen great hope. Until he tried to use them.

 

A couple of years ago I wrote a piece headed ‘What to do with the poor old media section?’, pointing out that as press officers rarely know who they are serving any more, it is not surprising press areas are also confused. Are they for ‘journalists’ in the old fashioned sense, for anyone who writes anything on the internet, or perhaps for everyone? But I did say it is important to have a service for media professionals who need to find something quickly: how to spell the CFO’s name, what brands the company owned, a photo of a factory. That sort of thing.

At the time the fashion was for ‘social media dashboards’ – where companies could display all their latest tweets and the like. I couldn’t (and can’t) see the point of these: journalists can set up their own social media monitoring, and the last thing they want is a selection sanitised by the company they are covering.

But one company was doing it right. Siemens has for several years had a press section that is a searchable database of ‘assets’ – press releases, photos, background materials and the like. Here, you can choose the bit(s) of Siemens you are interested in – or select them all – then do a search using a keyword and/or date range. It worked, and works, well. So it was with joy that I discovered that two sites I was reviewing last week have adopted the same idea. Vale, the Brazilian mining giant, and Philip Morris International, now have press sections that are asset databases. Unfortunately my joy diminished as I tested them out: they have the theory, but for the moment they are just annoying.

Vale is the better of the two, and in some ways works well. You can for example click Environment, and see all relevant assets listed on the page. Or you can put the CFO’s name in the search box, press return, see a list of assets, then refine them by theme, type or date.

But if you do not do what the mechanism wants you to do, you are undone. Put the  CFO’s name in and click ‘search’ rather than hit return, and nothing happens. The main filter list (‘Type’) does not include press releases. To see them you have to click something else, such as Photos, then click to get a much bigger set of filters. Still no press release option here, but click ‘All’ and you will finally see some.

These are just a few of the hurdles I hit while trying to use the site. What should be a massively powerful system is instead massively irritating. It needs a thorough assault by usability testers; then it will be indeed massively powerful.

If Vale’s database is over-complex, PMI’s is just baffling. It appears to have a search box at the top, but it is not one – rather it is a category selection menu, but with only one option: ‘All categories’. So you can’t search or filter the database. A set of ‘tags’ at the top appears to offer a filter option, but does not – if you click one of them, the page scrolls quickly down to a panel on the page. Try that with ‘News’ and you get to press releases – but there is no way to search or filter them. In one way this has the opposite problem to Vale: it is not sophisticated enough. But it shares another: it does not work well.

I’m not suggesting that Vale or PMI should drop these mechanisms. They should just make them work better. Then other companies should follow their examples but avoiding the birth pains. Siemens has been getting it right for ages. Why can’t others?

For more commentaries, tips and downloads for online corporate communications professionals, visit our website

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

 

 

Heard the one about the scientist and the start-up?

A new enthusiasm for science and innovation stories is good news for corporate digital communicators, Jason Sumner says.
 

Scientists are being widely encouraged to use the ‘tools of narrative’ to grab the attention of general audiences and communicate findings to their peers, according to a recent piece in the Guardian.

Stories are also enjoying a renaissance in the world of entrepreneurs and disruptors. The Harvard Business Review has taken start-ups to task for wanting the world to understand their brilliance, while at the same time weighing down press releases, brochures and online articles with jargon and technical language written by PhDs.

McKinsey made a similar point recently to the entrepreneurs it works with – ideas need an engaging storyline to get noticed.

Our clients in corporate digital communications are also increasingly asking us how they can communicate the message ‘we are innovative’ across the corporate website, social media and other online channels; which is really about telling good stories in the first place, and then promoting them effectively.

GSK, with its ‘Behind the Science’ online magazine, is an example of a company doing this well. Abbvie has some gems, including this feature about one of its chemists. PMI has a well-produced and engaging video about why its scientists choose to work in the tobacco industry.

Many more companies are failing though, not for a lack of interesting stories to tell or even a desire to tell them, but because of ingrained cultural barriers and outdated approaches to public relations. One big problem is that risk-averse large companies rarely want to publicise the elements that make for good drama – such as conflict, complications, or a ‘hero’ trying to accomplish something difficult.

Danaher, an American medical and industrial diagnostics giant, is an example. It must have many, many good stories lurking in its laboratories, and the management certainly wants people to believe the company is innovative. We know this because the corporate website repeatedly makes unsupported claims to being innovative; without taking the risk of telling a good story to demonstrate it. Its ‘Feature stories’ in the news section are really glorified press releases. This closed ‘tell don’t show’ approach is unlikely to convince many people.

The pieces from the Guardian, HBR and McKinsey which I’ve cited above are worth reading even if they are targeted towards scientists and entrepreneurs – there are some good ideas that could be adapted to the corporate environment. An example is McKinsey’s categories of stories to look for – ‘serendipity’, ‘perspiration’ the ‘underdog’, etc.

More importantly, if the idea that good stories are worth investing time and money in gains broad acceptance among scientists, engineers and technical experts working in big companies, it can only be a good thing for the people often tasked with creating them – digital corporate communicators.

- Jason Sumner

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

BC Tip: ITV - Not loving islands of information

British broadcaster ITV fails to make the most of a significant new strategy

 ITV plc corporate home page

ITV plc corporate home page

The Feature

UK-based broadcasting and production company ITV plc announced a major new strategy in June.

As of early August, the corporate site home page http://www.itvplc.com/ has a rotating carousel promoting the 2018 Interim Results, the 2017 Annual Results, and information on ‘What we do’.

The new strategy is mentioned, but in an area under the carousel and below the ‘fold’ on many devices. Along with an overview, there are links to find out more by downloading the 2018 Interim Results presentation or the Interim Report.

The home page strategy area also offers link buttons relating to ‘Broadcast & Online’ and ‘ITV Studios’, but – as with the presentation and report links -  these open PDFs without warning although at least they do appear in new browser windows.

The home page does not link to the new strategy page, housed at About ITV > Our Strategy.

The Takeaway

At a time when ITV has a higher public profile than usual – thanks in large part to the popularity of its Love Island programme in the UK  - the corporate site misses an opportunity to sell its new strategy, and how the company will capitalise on its current success.

The site still feels as if it is in ‘news’ mode rather than presenting a consistent, integrated view of the new strategy. This might be understandable in the immediate aftermath of a big announcement that the web team may or may not have been privy to, but they have had enough time to rectify matters.

Many users on smaller screens might not scroll, and so miss the strategy area on the home page. The strategy could have been promoted in the carousel as a main item. Even though the timing meant it was competing with the Interim Results part of the announcement, some mention of it could have at least been made on the Interim Results panel.

The PDF links were probably a temporary measure when the announcement was made and perhaps before the strategy page existed. But linking to them now, instead of the strategy page, does not makes sense.

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

BC tip: Danaher – Over-quoting the CEO

A US conglomerate relies too much on bland quotations from its chief executive

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The Feature

The words of Tom Joyce, president and chief executive of Danaher, are featured unusually frequently across the company’s corporate web estate.

On the ‘Danaher Story’ page, Mr Joyce says: ‘I see our future as a bright one. We have a terrific team of hard-working, dedicated associates around the world. We have exciting new products coming out every day providing customers with new and innovative solutions to their daily work.’ To jobseekers on the careers microsite, Mr Joyce declares (again), ‘I see our future as a bright one…’

A pull quote from Mr Joyce on the investors landing page says, ‘We Compete for Shareholders is one of the Core Values we live by at Danaher, and we strive to deliver meaningful and long-term shareholder value.’

He is quoted in his own biography on the site: ‘We’ve always believed that the best team wins. But we’ve learned that the best team is also the most engaged team. The best, most engaged team is deeply committed to its organization’s purpose, its reason for being.’

The Takeaway

If you let senior managers dictate what is on a company’s website, it will be very dull, as the bland pronouncements from Danaher’s CEO demonstrate.

We think digital managers should be given the authority to decide what – and more importantly, what does not – go on the corporate site. However, we know that in the real world, not many digital managers have the influence to say an outright ‘no’ to their CEO. Only a lucky few would have enough authority to say to Mr Joyce, ‘your words are far too boring to be published’.

The most effective digital managers use persuasion to get their way. For example, the people that run Danaher’s site might reasonably argue that quoting Mr Joyce so much undermines the company’s public commitment to ‘diversity and inclusion’; and crowds out the voices of ordinary employees that would be more engaging online.

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

BC Tip: Alphabet frozen in time

Alphabet, Google's holding company, has not updated its home page for three years

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The Feature

Alphabet was set up to act as a holding company for Google and other companies in August 2015. Its site, with the URL abc.xyz, was launched on August 10 that year to explain its raison-d'être and to link to its investor area.

The home page has not changed since that date. It is visually simple, with 'G is for Google' as the headline, a scattering of colourful building blocks to the right, and a link to Investors in the top right corner. Clicking 'more' reveals a letter written by Larry Page to explain the thinking behind the company's establishment. The letter starts 'As Sergey and I wrote in the original founders letter 11 years ago ...'.

The investor section has earnings releases and SEC documents presented in a simple table, with a variety of formats.

The Takeaway

The Alphabet site has several strengths. It looks good, is simple and, most importantly, has a nicely informal style in the letter. Even though the content is purely corporate, this does not feel like a standard corporate talking to us. That presumably is the point. We even forgive the missing apostrophe in 'founders'.

But the site is lacking in two ways. First, there are no links to the companies Alphabet owns. The letter says that 'Alphabet is mostly a collection of companies. The largest of which is, of course, Google.' What are the others? A corporate site that does not explain the basics is flawed.

Second, the home page has not changed one jot, though the investor section has been kept up to date. That no-one has thought to update '11 years ago' as time has rolled on speaks of abandonment, or certainly not the dynamism Alphabet otherwise exudes. A small thing perhaps, but the corporate home page is the first introduction many will have to a company, and one that says either 'careless' or 'uncaring' is not doing that job well.

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

 

BC tip: Adobe – A creative Instagram presence

A US software company uses excellence in visual design, a core part of the corporate identity, as the theme for its Instagram channel.

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The Feature

Adobe, which makes software for designers, bases its Instagram presence on excellence in visual design.

The company crowdsources the most imaginative and striking images from its 753,000 followers (up from 600,000 in January). For the month of July, Adobe’s followers are being encouraged to send sky- and space-related images with the hashtag ‘#Adobe_Cosmos’. June’s theme was ‘Adobe in colour’, and when we previously visited the site in January, the theme was minimalism, under the hashtag ‘#lessismore’.

The Takeaway

Adobe’s Instagram presence is a creative and appropriate use of the channel, where people seek out memorable images to comment on and share. Adobe’s approach is highly engaging for customers, and informative and fun for jobseekers.

Some companies will want to use Instagram to make a more conventional and direct appeal to their online audiences, by more frequently featuring employees in posts, for example. However, introducing an appropriate theme for a set period could be a way to generate new interest; similar to ‘Instagram takeovers’, in which an employee posts exclusively to the channel for a few days or a week.

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

What are your challenges with… serving customers on corporate sites?

The final session of our annual conference in Lisbon three weeks ago was called ‘Talking tables’. These were breakout sessions in which delegates discussed some of their most pressing challenges as digital corporate communicators, facilitated by a Bowen Craggs consultant. Here, Jason Sumner, who facilitated the ‘challenges with serving customers on corporate sites’ table, reports on the issues shared and solutions identified.

Getting your colleagues to believe

Customers are not ‘supposed’ to visit corporate sites, yet they do, often in great numbers. According to anonymised data from the Bowen Craggs library of 400,000 corporate website visitor surveys, customers are the second-biggest visitor group – behind jobseekers – accounting for nearly a quarter of all visitors. When we run surveys of corporate digital communicators asking them to tell us their biggest challenges, ‘customers on corporate sites’ is consistently at the top or near the top of the list.

Your colleagues outside digital comms may still have trouble believing it though; partly because they need and want customers to be somewhere else – on the brand or retail site, or country site, or anywhere else actual sales happen; and definitely not on what is thought of primarily as a ‘communication’ platform.

Although some delegates at our table have moved beyond this stage, getting colleagues to acknowledge customers visit the corporate site is still an issue for others. One delegate put it this way: ‘we are still at the stage of convincing internally that customers are a group to be served on the corporate site‘. Of course, ‘serve’ can have many different meanings – all the way from actually closing a sale, to quickly routing a customer elsewhere, or showing them an interesting story about your company; but that is where the complexity comes in, and the need to tailor an approach that works for your company’s unique situation.

Complex challenges without simple solutions

Other challenges the table identified were wide-ranging, including recognising that customers come but there is nothing tangible on the site to ‘sell’; having different combinations of product and services available across countries, making it hard to explain on the global site; dealing with multiple sites, even at country level; lack of processes to pass on contacts and a poor working relationship with sales and marketing; multiple social media channels in different languages; lack of tie-in with back-end CRM systems, etc.

After a useful discussion, the table managed to reduce a long list of issues to five main challenges (apart from convincing colleagues that corporate websites should be addressing customers):

  • How to talk to customers when not selling something tangible
  • Dealing with the disparity of products and services across geographies
  • Understanding who our customers actually are
  • Managing the disconnect between the web and social media channels
  • Difficulties in organizing cross-functional teams

And six suggestions for improvement:

  • Serving customers more via social media channels
  • Conducting surveys to capture more data
  • Identifying customers and personalising content for them
  • Having better relationships between comms and marketing
  • Having more clarity and direction on user journeys
  • Acquiring more resources and skills for serving customers within web teams

Each approach opens up a Pandora’s Box of new challenges

The approaches identified above would certainly resonate the clients we consult with; but each one opens up another Pandora’s Box of challenges. For example, serving customers more on social media could be a good idea, but it raises new questions about content and governance: for example, which social channels are for customers, who owns them (and if multiple owners how can these teams best work together), and what do you want customers to do when they read a post?

Personalisation, as noted in bullet three above, is growing in interest again. We are sceptical about purely technical solutions, when good navigation and structure can go a long way to routing customers accurately (but that is a subject for another article).

Surveys, customer journeys (and best practice) are crucial

Surveys and user journeys are crucial, from our point of view. Surveys give you important data to help discover who your customer visitors are and what they want; but also to prove to others in the organization that customers are coming and something must be done with them. We find that in running surveys for clients, it is important to ask questions that have the right level of detail, so ‘customers’ groups can be further segmented into sub-groups. It is also important to measure whether customer goals are being fulfilled and whether their impression of the company is positive or negative. Movement in the ‘net promoter score’ – the difference between those with a positive versus negative impression of the company – can be powerful evidence to convince colleagues.

Along with surveys, mapping authentic customer journeys (which can be built from survey answers to develop detailed and accurate personas) is a way for our clients to cut through complexity to find big-picture problems as well as quick fixes. These should include all possible starting points for your customers, the corporate site, country sites and Google.

The big-picture insights can often be surprising. One client we worked with had the stated aim of doing next to nothing for customers on the main global site (fair enough) because all selling happens at country level. However, only a few minutes of testing revealed that there were big problems with signposting on the global site, and it was failing even in its one job – to get customers to country sites as quickly and efficiently as possible.

Conducting detailed journeys can also help you venture into areas rarely visited to make quick fixes – finding multiple 404 errors in links product finders; uncovering a useful but largely hidden Ukrainian history section; or discovering product literature five years out of date on the France site (all real-world examples we have come across).

Adding research on best practice in the industry and wider online world can inspire improvements, and also help convince colleagues if the service on your site falls short.

Two other solutions our table raised have to do with internal politics – having better relationships with marketing, and acquiring more resources. These are certainly not quick wins, but arming yourself with data from surveys, and evidence from customer journeys and wider best practice will put the digital comms team in a stronger, more useful – and respected – position within the organization.

- Jason Sumner

Register for the ‘Best of WEC 2018’ web meeting on September 26th, 2018

Were you unable to join us at our Web Effectiveness Conference in Lisbon last week? Did you attend and are keen to share the learnings with your team after the event? Join our web meeting and relive the Best of WEC 2018.

To register, visit our events page (and scroll down to September events)

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.  

BC Tip: Samsung Electronics - Board committee transparency

Samsung Electronics hides its corporate governance pages away, but they contain some unusual, but welcome, transparency on board committee activities

samsung_committee.png

The Feature

Samsung’s global Investor Relations site, available in English and Korean, has a Governance & CSR section, which contains pages on the company’s six board committees.

Each ‘Committee’ page lists its members, with links to individual biographies; and outlines the committee’s responsibilities and duties.

Unusually, each of these pages – see the Audit Committee page, for example –  has a sub-section called ‘Activities’, which has committee meeting dates, agenda items (along with an indication as to whether each item was approved or not) and the number of committee members present. The information is presented in tables and click-to-expand menus by year, back to 2012.

The Takeaway

Recording committee meeting dates, agenda items and attendance back to 2012 sends a strong message about Samsung’s approach to governance and transparency, and is a level of detail we have rarely seen in corporate governance sections.

The company could go further: agenda points could be explained in more detail (for example, linked to board documentation), and the exact voting results for each motion could be recorded rather than just saying whether they were approved or not. And attendance figures do not reveal exactly which members were present.

The biggest problem for these pages is that they are so hard to find: there is a lot of clicking and scrolling required to find them, especially if users start on their local Samsung sites.

However, despite not being as well signposted or executed as they could be, including board committee ‘activities’ on corporate sites is an idea worth emulating if the aim is to improve the organization’s reputation for transparency.

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.  

BC Tip: Vinci – Social press contacts

The provision of links to press officers’ Twitter accounts and LinkedIn profiles on a Media contacts page conveys an impression of openness and is likely to be appreciated by journalists.

 Vinci's Media contacts page

Vinci's Media contacts page

The Feature

French construction group Vinci has a ‘Media contacts’ page within the Media section of its corporate website. The name, job title and photograph of four press and communications officers is provided, along with direct telephone number for each, plus links to their email address, Twitter account and LinkedIn profile. 

This Media contacts page also includes the contact details of two investor relations officers. Direct telephone, email and LinkedIn profile links are provided for each of these IR contacts – but there are no links to their presences on Twitter.

The Takeaway

The provision of links to press officers’ Twitter accounts and LinkedIn profiles is relatively unusual on a corporate site’s Media contacts page – but it makes sense for both the company and the journalists who cover it. 

Providing such details (alongside direct telephone and email contact details, which is also good practice), conveys a positive message of openness and transparency. It is also likely to be appreciated by journalists – many of whom are prolific users of Twitter in particular.

https://www.vinci.com/vinci.nsf/en/item/press-contacts.htm

Corporate website usability: more vices…and some virtues

As we did last year at our annual conference, we conducted some user testing in partnership with the Bunnyfoot user experience (UX) consultancy at our recent event in Lisbon. Here, Andrew Rigby reports back – once again some familiar themes emerged, along with some new insights into corporate web usability.

We tested 14 different websites over the course of two days, with conference delegates asked to carry out a relevant two-stage task (or tasks) on each site. Jon Dodd, CEO of Bunnyfoot, oversaw the sessions with assistance from me.

Eye-tracking added to the insight that the tests provided. Of course, with such a small test sample, and the familiarity of our users with corporate sites in general – although not the sites they were testing – any conclusions drawn can only be indicative of possible results from more comprehensive user testing.

But we think that, as we explained last year, the tests did show the value that can be gained from real usability testing on corporate sites – something that a couple of presentations at the conference also touched on.

Search to the rescue – or not

Once again we saw users either resorting to internal search to find pages, or simply using it instead of attempting navigation. Yet few internal search engines were truly helpful, and some were very poor.

It was suggested that, in at least one case, this was because the corporate site search engine was being shared with customer-facing sites, and set up to rank results on keyword density rather than relevance. This resulted in older, less useful results being surfaced - such as old quarterly results announcements, rather than the latest ones.

It should be possible to adjust search engine behaviour across corporate and customer-facing sites, to ensure corporate sites return relevant, recent material for their audiences.. If this is not possible, consider circumventing the search engine with promoted results for popular searches, and in any case use keyword/phrase completion tools to help users.

Navigation sometimes needs help

Although our small 2018 sample showed generally improved navigation and orientation from last year, there were still some sites on which users became lost because helpful location cues such as breadcrumb trails, or a menu highlighting indicating the current section (or indeed menus themselves), were missing or obscured.

Another persistent trait we saw was the eagerness of users to identify themselves as a certain audience, and look for a similarly-named section, such as Customers or Patients. If your site does not have sections for each potential audience, pay attention to where they might end up or what they may be looking for – and provide effective cross-linking to their desired destinations.

For example, a pharmaceutical company had some information on a new drug in its Pipeline area, and not under Patients, as it is not yet licenced or in production. All very logical, except a user looking for that drug might not know its status and so simply head to the Patients area. In this case, cross-linking from the Patients section is essential.

Avoid ads, signifiers and page furniture

We also noted that users could easily ignore design features which companies were relying on as links. For example, on several occasions visitors missed hotspots or panels with text over an image. Jon Dodd says is this is common and results from our increasing tendency to ignore anything that looks like an advert.

There were several examples of carousels or images filling an entire browser window, and fooling users into missing the information they wanted further down the page. While some companies tried to avoid this by adding downward arrows or ‘Scroll down’, the need for such signifiers indicates the design is not working well enough. The design itself should communicate that more valuable material is available down below.

Components which looked like parts of the page furniture could equally be overlooked, so be wary of enclosing important links or calls to action in full-width bars or areas that could be mistaken for the top or bottom of the browser.

Lack of information ‘scent’

Users missed some clear onward links because the information ‘scent’ was weak. For example, brand carousels that did not explain why users should be interested in the range of brands, or the information users would receive on brand pages; or adverts for annual reports which did not pull out an interesting key headline or message. 

Surface some of the valuable content from below to inform and entice users to follow – avoid just another bland title with a corporate stock picture.

The state of tabs and filters

Tabs and filter mechanisms need clear labelling and ‘selected state’ indicators. In a few instances users were confused by the presence of just two tabs, where it was not clear which of the tabs had been selected. Another hindrance to usability was hiding information in open and close mechanisms, without an ‘Open all’ feature, which is common on FAQ pages.

Cross-country routes

In keeping with the theme of the conference, communicating effectively across cultures, we tested routes between country and global sites – and they were often found wanting. Country site selectors, like any call to action, need a visual cue, such as an icon or arrow, to attract users’ attention, and they need to be consistent across the estate. Also avoid the common error of using flags to denote language and risk offending for example French speaking Belgians - some of the sites we saw got this right but others did not.

Register for the ‘Best of WEC 2018’ web meeting on September 26th, 2018

Were you unable to join us at our Web Effectiveness Conference in Lisbon last week? Did you attend and are keen to share the learnings with your team after the event? Join our web meeting and relive the Best of WEC 2018.

To register, visit our events page (and scroll down to September events)

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, including the visitor profiles* Bowen Craggs uses when evaluating websites and social channels for our Index of Online Excellence, please contact Dan Drury: ddrury@bowencraggs.com.

*Eligible recipients only – usually senior digital communications professionals working for large corporate or public sector/non-governmental organizations.

Omni-channels, tag-mania and organizing closets: Quick takeaways from our annual conference

Digital managers from across the world gathered in Lisbon last week for Bowen Craggs’ annual Web Effectiveness Conference. Jason Sumner shares a few quick lessons from the event.

1. When working across cultures, learn when to adapt and when to ‘add value’

Our keynote speaker, Karen Cvitkovich, kicked off proceedings with a lively presentation about how business team members in different cultures approach communication, feedback, trust and persuasion. People from particular countries tend to operate along a similar spectrum of behaviour, she explained. For example, those in some cultures are more likely to want to ‘get down to business’ quickly with new colleagues, while people in other cultures prefer to build a relationship first.

Understanding and adapting to such differences is crucial if multicultural teams are to flourish rather than flounder, Karen said.

Compromising is sometimes difficult yet almost always necessary when managing cross-border teams, she added. One delegate asked how managers can avoid losing their own ‘selves’ in the process of accommodating others’ cultural styles. The best managers learn when it is best to adapt to local customs and when to ‘add value’ by sticking with their own cultural preferences for the good of the project – regarding the delivery of negative feedback, for example – Karen replied. But even in these cases, cultural awareness is necessary to know how best to deliver the message, she added.

2. Why your content management system is like a closet

When communicating with other parts of the business, Lynne Freeman of Verizon uses the ‘closet’ as a metaphor for her company’s content management system (CMS) – because it helps non-technical people to understand what a CMS is and why it’s important to ensure that it is well organized. To extend the closet metaphor, the shelves are like the navigation and the clothes are like the content, Lynne said. A lot of her current work boils down to ‘keeping the closet clean’. As she often tells her colleagues, ‘if you have a messy closet, you can’t find anything.’

3. Assign tags from the centre to avoid ‘tag-mania’

Another lesson from Lynne at Verizon: don’t let authors choose tags for articles themselves or else you will end up with what she calls ‘tag-mania’. For example, before Lynne got tags under control, Verizon’s CMS contained 11 different tags for ‘Fios’ (a television service) – ‘Fios TV’, ‘Fios Television’, ‘Fios Internet’ and so on. Keeping tags orderly saves a lot of work later on, Lynne said.

4. Amazon’s customer obsession

Amazon is one of the most complex businesses in the world, but it has succeeded by making the complicated simple. The same is true of the way Ashley Brown manages Amazon’s engaging blog, ‘Day One’. All stories, he says, must reflect the company’s wider ‘customer obsession’ and have some connection to the company’s seven reputational ‘pillars’. Just as importantly, they must be genuinely appealing to their target audiences.

5. People do not stay in their lanes

BP is moving to an ‘omni-channel’ approach to online and offline communications, and implementing a strategy that considers what content is trying to achieve – audience, message, etc – before determining which channel to publish it on. Campaigns are first planned around what people want to see, read or do. Only then are materials created; whether a press release, speech or online magazine. The reason, says BP’s Ben Jeffries, is because ‘people do not stay in their lanes’; they move seamlessly from offline (a billboard, for example) to the website, social media, television and so on.

6. Using measurement ahead of time

Novo Nordisk’s digital team is among the most thoughtful in the world comes to measuring the impact of its digital communications. As Benedikte Larsen explained, the company has designed a number of bespoke measurement frameworks for the website and social channels, which have been polished from the digital team’s own experience and by adapting best practice from others.

Novo Nordisk uses its measurement frameworks to help editors plan future campaign content, rather than simply to gauge the success of material has already been published – something that many web teams are striving for but few have so far achieved.

Register for the ‘Best of WEC 2018’ web meeting on September 26th, 2018
Were you unable to join us at our Web Effectiveness Conference in Lisbon last week? Did you attend and are keen to share the learnings with your team after the event? Join our web meeting and relive the Best of WEC 2018. 

To register for Best of WEC 2018, visit our events page (and scroll down to September events)

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.  

BC Tip: RBC lays tracks around a PDF

Royal Bank of Canada has installed a simple but effective navigation system in its corporate citizenship report

Screen Shot 2018-06-11 at 11.28.10.png

The Feature

Royal Bank of Canada's corporate citizenship report is a 79-page PDF document reached from the 'Community and Sustainability' section of rbc.com. 

The report has a left menu on most pages, allowing users to click straight to another area. Most of these sections also have sub-sections, which appear in another menu immediately to the right of the main one. 

The report does not have clickable links – for example on the contents page – and like other PDFs is hard to read or use on a mobile phone screen.

The Takeaway

RBC's relative sophistication in the PDF will come as a welcome surprise to those who have arrived from the main site, much of which is a throwback to the old times (the 'Community and Sustainability' section is not even responsive). However being old-fashioned sometimes works well – especially if it means applying tried and trusted left menus to notoriously hard-to-navigate PDFs. 

The lack of clickable links makes little sense in a document whose URL declares it to be an 'e-pdf', and there is not much that can be done (for now) about the lack of usability on a small screen. Nevertheless, as a simple idea designed to tackle a common problem, the PDF menu is refreshing. 

http://www.rbc.com/community-sustainability/reporting-performance.html

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

 

 

Why sites and social should take up the tango

Richard Branson is showing how Twitter feeds and websites can do each other a lot of good, David Bowen says

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I’ve just been listening to a whale imitating a woman saying ‘hello’. It is quite extraordinary, and can be found here, embedded in article by Sir Richard Branson on the Virgin.com website.

What is interesting – apart from the whale itself – is that I got here by clicking a link on Branson’s Twitter feed. So what, you may say, that’s what Twitter is for? Indeed, I reply, but two years ago we said that Mr Branson’s Twitter feed managed to ‘outbland Mr Cook’, with posts such as ‘Talk less – smile more’. Something has changed.

There is still only a handful of CEOs who tweet, and most follow Tim Cook’s masterclass in blandness. These still read like a string of vaguely liberal clichés. To pick a typical scattering from the last couple of months: ‘Nothing inspires us more than fresh ideas’, ‘Happy #MothersDay to all the moms at Apple and around the world’, ‘We’re committed to supporting powerful innovation that helps protect the planet’, ‘Democracies depend on a free and diverse press’. Why have 11m people bothered to click ‘follow’? Perhaps it’s a vague form of political solidarity: I’m pretty sure it’s not because they are blown away by the messages.

The difference between Branson’s and Cook’s tweets (and indeed between Branson’s tweets now and two years ago) does not however lie in the text of the posts, but in the links that accompany it. Sir Richard’s tweets have their share of blandness: ‘Success never happens overnight, keep repeating your steps and walking in the right direction’. But while Cook’s posts are full of hashtags – which simply lead to other Twitter streams – nearly every Branson one goes to Virgin.com.

We know from our analysis that social media is a poor driver of traffic to corporate websites. The percentage of visitors coming from social channels tends to be tiny. But I would be surprised if that were true for Virgin.com. Branson has 12.6m followers, and nearly all his tweets point to the site. They must surely be a major source of visitors.

Of course the other key element is to have stuff on the site that is worth visiting. If Branson’s tweets went to nothing but promotion for his many companies, people would swiftly get fed up. With the exception of Virgin Galactic, which is a heaven for those of us who like boys’ toys and loud noises, the companies are pretty dull. Users of Virgin Trains may feel that ‘dull’ isn’t a strong enough word.

But Branson (or whoever writes his tweets) now points mainly to stories that are fun or intriguing, while Virgin.com is doing its bit by hosting as many such stories as it can. Some are written (or not) by Sir Richard, some by his children, but relatively few are corporate or marketing stories. Although Virgin.com was around (and looked similar) two years ago, it had a much more promotional – and duller - feel.

All this confirms our belief that social media and websites are most effective when they work together. Which is why it is encouraging that, as the governance project we are now working on shows, most of the most sophisticated corporate communicators now run them from the same team. We will be watching closely to see if traffic between them picks up as a result.  

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

BC Tip: FIFA – flagging country information

Elegant use of colour coding, photographs and flags makes it easy for visitors to find material about national football teams.

Screen Shot 2018-06-04 at 12.35.33.png

The Feature

Football’s global governing body, FIFA, has a large portion of its website dedicated to the 2018 World Cup, which begins later this month.

The section has a Teams link, which leads to a large grid of shield-shaped icons, each linking to information about a particular national football team taking part in the Russia-hosted tournament.

Each shield contains the relevant country flag, with the country name below it. The country name is shown on a background that picks up a colour in the flag and/or a colour of the team’s kit. 

The top of each shield icon is taken up by a photograph of the national squad in action. 

The Takeaway

FIFA’s use of flags, photographs and colour-coding on its World Cup Teams page offers inspiration for any corporate web manager looking for elegant, effective ways of signposting country sites or other country-specific material.

The use of colours that pick up on elements of the relevant country flag or football kit is a simple idea but its consistent deployment on the page makes it quicker and easier for users to find what they are looking for – as well as making the page more visually engaging.

Most importantly, the inclusion of country flags and squad photos in the shields ensures that users looking for their home team have visual cues that are instantly recognizable. 

http://www.fifa.com/worldcup/teams/

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.

BC Tip: Asda takes the guesswork out of passwords

Jobseekers and others who are frustrated by obscure password requirements can be helped if companies follow the example of supermarket chain Asda

Screen Shot 2018-05-28 at 18.38.35.png

The feature

UK supermarket Asda has an online shopping tool, which users must register to use.

After a postcode check to ensure that home delivery is an option in their area, customers are presented with a ‘Create an account’ overlay which presents a simple form requesting an email and password along with a very few additional details.

A prominent yellow panel above the password fields clearly outlines the password requirements for the site, including the number and type of characters it should include (eight characters minimum, at least three of: uppercase character, lowercase character, a symbol, a number). Another option allows visitors to see passwords as they write them.

The takeaway

We regularly come across registration forms – on job application tools, for instance – which invite users to suggest a password and only tell them after they have submitted the form that their choice does not meet the parameters. In too many cases this frustration is compounded as the site returns the form stripped of all previously entered data (which can be substantial on some job tools) or offers no information about why the password has been rejected.

By providing very clear guidance about password parameters before users submit their form Asda is avoiding a potentially frustrating feedback loop, which not only improves the customer experience but also reduces the likelihood of abandoned registrations. Simple, but no less useful for that.

https://groceries.asda.com/registration

For more commentaries, tips and downloads for online corporate communications professionals, visit our website.

If you have a query or for more information about Bowen Craggs, please contact Dan Drury: ddrury@bowencraggs.com.