In the extremely overcrowded open source marketplace, marketing managers find it difficult to think of innovative ways to raise their brand’s visibility. With so many brands jostling for attention, the low signal-to-noise ratio might tempt marketers into adopting an “everything but the kitchen sink” approach, attempting every idea from the marketing playbook in the hope that one will stick. However, this would be a mistake: careful niche marketing offers greater opportunities for brand advancements and market share. Let’s see how.

Read more over at opensource.com: Branding and the Open Source Marketplace

Supporting a Great CMS Company

I founded Initmarketing, which later subsequently merged into Age of Peers, almost five years ago. Magnolia was one of my first clients. At the beginning, I took care of all their marketing needs. As the company grew, Magnolia hired marketing and community development staff that I had interviewed. Every year it continues to invest more in marketing and Media Relations.

Today, Magnolia has a great marketing and community development team, for the last couple of years headed by Boris Kraft, Magnolia co-founder and CTO. With the continuing growth of the company, performing the role of CTO, Head of Marketing and product manager simultaneously is no longer feasible, which is why Boris asked me to join as Head of Marketing so he can focus more on product and business strategy.

While there was certainly a good financial package associated with the offer, it wasn’t the key deciding factor for me. After all, I had gotten to know the company very well over the past few years. So, I was sure that I would be working with a very smart and friendly group of people and a company that not only regarded marketing as a high priority, but also had a good understanding of what it takes to market an open-source product well. And it was this aspect that was most attractive to me.

Experiencing My Agency Grow Up

But what about Age of Peers? It was a difficult decision to make but, as I was thinking about it, I realized that there were enough great people in our team (which keeps growing) who could take care of my existing clients if I joined Magnolia. Also, our network of freelancers and partner agencies provides many skilled experts who can help with implementing specific projects.

Working as a marketing consultant at Age of Peers was like marketing management on steroids. There were times when I was effectively managing the marketing of three companies in parallel. A daunting task and yet I learned so much, especially about finding the right people and managing them in the right way to get things done on time and in high quality. Of course, I also learned a lot about which strategies and tactics actually do work, and how to continuously refine them.

Making the Decision

So, on the one hand, I had co-founded this great agency with a fantastic team and business was going well. There was no need to change anything. On the other hand, there was this CMS company that was growing steadily and kept adding amazing clients using Magnolia CMS and it sounded like it would be fun to work with them.

In the end, I decided to go with Magnolia, because I wanted to support them in the growth that they’re experiencing, and will continue to experience in the future. I also considered the fact that a product-based business is more scalable than a service agency (and some would argue that the latter is not scalable at all) and thus yields a higher potential financial reward.

However, the most important factor for my decision was the fact that Magnolia is an extremely friendly company to work with, and everyone is humble as well as extremely skilled. Magnolia was happy to let me work remotely from my home office with regular visits to the headquarters in Basel, Switzerland, not very far from where I live.

Handling the Transition

Having made this important decision, my focus for the next two months or so is to make sure the transition is managed effectively.

• First, I’ll make sure that my ongoing client projects at Age of Peers are on target to finish before the end of this year. A few of them will stretch into next year, so I will help to migrate them smoothly to other team members, as well as my key accounts in general.
• In addition to migrating client projects and ensuring a smooth transition, I’ll spend some time making sure that the knowledge I have about specific projects and clients, as well as the knowledge I’ve acquired over the last few years, is available to my Age of Peers colleagues. In addition to updating my notes in our private wiki, I’ll probably also have meetings and discussions with the concerned team members to make sure they have all the information they need to carry on effectively. And of course, they know they can always get in touch with me after January 1 in case they have organization-related questions.
• Simultaneously, I will now start planning Magnolia’s marketing, media relations and community development efforts for 2013 – of course, after discussions with the various stakeholders. Given that I already know just how great the marketing team at Magnolia is, I regard my role as being an enabler, facilitator and catalyst and I believe that the team will work in just as agile and fast a manner as a consulting agency.

At this point, I would like to thank all my current clients at Age of Peers as well as my teammates for their trust and understanding and for all of their support! It’s been a fantastic experience to work with all of them, and I have every confidence in their future success.

As for Magnolia, I feel like I’ve come full circle They put their faith in me when I was just starting out and as we’ve both grown up, we’ve become good friends. Also, I’ve previously worked as a marketing manager at both a PHP-based CMS vendor and a Java product startup. The opportunity at Magnolia will allow me to leverage my expertise in these two domains (CMS+Java) and combine it with the marketing I did as a consultant for a wide array of companies in Open Source. So joining Magnolia feels very much like coming home, and I’m looking forward to the experiences that will bring!

A few days ago, I presented a session entitled “Community Matters: Why Open Source Marketing Can Help Improve Your Product” at Open Source India 2012 in Bangalore. In this guest post, I’d like to recap my experiences at the conference and provide some insight into the state of Open Source in India.

• The conference ran for three days, each addressing different aspects of Open Source technologies and practices. Day 1 was all about mobile app development and cloud deployment, Day 2 was about Web development, kernel development and IT infrastructure management and Day 3, simply entitled “FOSS for Everyone”, was about FOSS technologies, practices and community adoption in India. Needless to say, my session was on Day 3.
• According to the event organizers, there were more than 1500 registrants in all, and more than 50 speakers. The audience consisted mostly of developers, but there was also a fair sprinkling of IT and project managers. My session took place on Oct 14 in a 1300-seater auditorium. It began 20 minutes later than scheduled mostly because of spillover from a very interesting panel discussion on the role of Indian LUGs in promoting FOSS. Given that it was a Sunday morning, only about 35 seats were full. However, the audience was engaged, interested and receptive to the material in my presentation (slides).
• My presentation was divided into three main segments: understanding the nature of open source communities; understanding the role of marketing and community development in creating network effects within these communities; and practical tips and techniques for open source vendors to apply in their community marketing programs. There was a lot of information I wanted to communicate and fortunately, I was able to get it all in within the allotted 45-minute window.
• Given that the next item on the agenda was lunch, I wasn’t surprised that the majority of attendees didn’t wait for questions. However, a few of them did walk over to introduce themselves. We discussed some of the differences between community and corporate marketing and how they were perceived in India, and many of the attendees asked for copies of the slides, either for their own review or to discuss with colleagues.

One of my key takeaways from the various conversations I had after the session was that community development in India is yet to be perceived as a valuable service. Most vendors still prefer to adopt traditional “top down” marketing, rather than the “bottom-up” adoption that’s more common in open source communities. Nevertheless, most of the people I spoke to agreed that community development was gradually becoming more important in India, especially with the growth of home-grown open source vendors, and companies that had the courage and resources to invest in community development and marketing would likely have an advantage.

In summary, the event was well attended, with an informed and tech-savvy audience, and the quality of speakers was extremely high. Photos of the event can be found in its official Twitter feed, and I look forward to attending and speaking at it again next year!

In this session, Vikram will be offering a primer on the nature of open source communities, together with information on how open source marketing can help create positive feedback loops and increase community adoption of your product. It promises to be a fun session, so if you’re in Bangalore this weekend, why not drop by and check it out?

Being an international company does not mean that English is supposed to be the only language throughout your business. It rather means that picking the right language is critical to reaching your target audience. Of course, your target audience and regions depend on your business goals.

International Mindset

First of all, Open Source vendors should always adopt an international mindset, no matter where they are located. One major business goal for them is to reach maximum product distribution and adoption on a global scale through community development efforts, marketing, PR, etc. It’s a prerequisite for effective Open Source sales. Someone in Brazil will very unlikely try out your software if all relevant information is available in French only. Even less likely will someone in Brazil buy 24/7 support in French (unless it is a French corporation with subsidiaries in Brazil). English is the lingua franca to reach a global audience.

Businesses starting in the U.S., can much easier communicate to an international audience because English is not an issue for most employees. Quite the opposite for companies headquartered for example in France, Spain or Germany. If an international focus is not in their genes, they will have to change corporate culture and communications accordingly to adopt an international mindset. One major drawback for them is: They might be very successful in their home territory – so why think global? On the other hand, U.S.-based Open Source vendors should never underestimate the importance of setting up a subsidiary speaking a region’s language, especially in marketing, sales and support.

The tricky issue is to draw a line between international and regional communications within all communication channels.

Core Software Development

Core software development should always communicate in English externally. The reason being that the benefits of Open Source as the best software development model can only be fully leveraged by attracting a global developer community. Not only does this increase the likelihood of third-party bug reports, patches and code contributions. It also allows a vendor to recruit the best people from the community. That’s how MySQL was able to steadily grow a team of excellent software developers who themselves live and breath Open Source. Most likely, your core team will already converse in English internally anyway, because today’s development teams are spread across the globe with units in Bangalore, Russia or other places where labor costs are relatively low (could also be Finnish companies outsourcing to Germany). English is not an issue for programmers, at least to read and understand it.

Community Development

The primary language of Community Development is English. You want to attract some enthusiastic community members from various regions who can easily read and write English. They will act as multipliers and spread the word into their home region by speaking the local language. Such early adopters will also contribute by enhancing international community assets (e.g. maintain the community Wiki, moderate forums, etc.).

Life is not that easy though. As I have written in a comment to a previous post:

You might have a strong community in Germany for example, but of course want bugs to be reported in English to be useful for your development staff and your international developers community. There might be people within your German community who feel uncomfortable writing in English. Here again, you need to invest time and e.g. ask them to first post the bug in a German-speaking forum so that you can translate it and turn it into an English bug report. Later, there might be community members who can help you with that.

Communication Channels

Roughly speaking, the following communication channels, collateral, etc. should focus on an international and/or regional audience:

• developer mailing list: international
• bug tracker: international
• feature requests: international
• documentation and tutorials: international
• release notes: international
• Twitter: international and optionally regional
• Weblog: international and optionally regional
• Forums: international and optionally regional
• … you get the idea.

Full Time Job

If you’re an Open Source vendor that is serious about using your community to drive product adoption, then you need to invest as much time and effort in community development as you would in any other business activity, such as marketing or PR. And one of the first things you should do, is hire a full-time community manager, who will engage with the community on your behalf with a view to fostering community growth. Yes, full-time, because only then your community development efforts will start to pay out.

Role and Responsibilities

A community manager serves as the vendor’s representative to the community (the “human face” of the product), and has the big-picture goal of creating strong, mutually beneficial relationships between the vendor, the community and related third-party communities. It’s an important and demanding role, and one which requires both tactical and diplomatic skills. The success of the company’s community development effort depends heavily on how well its community manager wields these skills, and how he or she is perceived by the community.

There are many roles of a community manager, the most important responsiblities are as follows:

Disseminating information: The community manager is responsible for writing blog posts, articles, and tutorials; answering questions in discussion forums and mailing lists; and providing news and updates through social media properties like Twitter, Facebook, and so on. In general, it is the community manager’s responsibility to ensure that there is an abundance of information available to the community on all relevant topics of interest. Of course, this responsibility includes that a community manager coaches and supports staff and active community members in doing the same.

Moderating community-vendor communication: The community manager is an intermediary between the company and the community. This means that he or she is responsible for bringing important community issues to the attention of company management and mediating between the company and the community to find a mutually acceptable solution.

Planning and attending community events: The community manager is responsible for planning community events, such as developer or user group meetings, workshops, BoF/unconference sessions and so on. The community manager is also responsible for attending high profile Open Source events to liaise with peers from other Open Source communities to either raise product adoption or to learn more about community development tactics of other vendors and projects.

Analyzing performance: The community manager is responsible for collecting statistics and success stories to allow top management to understand the effects of community development. The community manager is also responsible for collating community feedback (for example, product feature requests) into actionable items for the company.

Qualifications

First and foremost, a Community Manager needs to be a good (ideally great) communicator. He or she should be fluent in English as well as the native language of the region where the company is based or where its largest market is. This is because the community manager will be constantly interacting with end-users, developers, partners and other community participants and so, it is critical that he or she is able to identify the problem or need of the person being communicated with and respond appropriately. Language fluency is also important for creating content such as blog posts, newsletters, and articles.

A community manager also needs to be capable of dealing with different interest groups in a consistent and ethical manner. As a community grows, participants and needs will coalesce into groups, and managing the relationships and tensions between these groups is an important part of a community manager’s job. It’s important that a community manager demonstrate the enthusiasm and commitment to deal with important issues in a positive and respectful manner.

A community manager will be required to be present at (or even host) community development events, such as developer meetups, workshops, conferences and so on. Since this typically means interacting with strangers, a community manager should be comfortable in social situations involving large groups. The best community managers are approachable, outgoing and highly social, and are expert at making community participants feel included in, and valuable to, the community.

The community manager should also have some technical knowledge, both to understand and communicate the technical aspects of the product, and to ensure the availability of sufficient infrastructure for the community to collaborate on driving the product forward. This doesn’t necessarily mean that the manager needs to have previous experience as a software developer; it simply means that he or she should be comfortable with the typical tools of Web collaboration (wikis, mailing lists, forums…), and has a working understanding of the product’s technical platform and key features.

Finally, when it comes to community management, there’s no substitute for battle experience. An Open Source community is a sensitive animal and so, it’s always good to hire a community manager who can demonstrate relevant experience hosting and growing other Open Source communities. This ensures that he or she knows the tricks of the trade and has the ability to quietly (and diplomatically) head off confrontations and conflicts before they become serious problems or cause reputational damage to the firm.

Conclusion

The role of a community manager is an important one, and no single person can claim to know it all. Therefore, when making your first community manager hire, it’s important to select a candidate who meets most of the qualifications above, but is also willing to learn, evolve and grow into the role.

It’s also important to remember that no community manager will win the hearts and minds of the community on his or her first day at work. However, if he or she takes care to play a facilitative, ethical and neutral role, chances are that your community will quickly embrace its new manager.

What counts most is credibility. A good indicator for a good candidate is (no kidding) if top management finds him or her quirky. That’s because the candidate has a strong personality and tends to call things as they are. It can be quite hard to find a community manager who becomes highly credible and who also understands how to generate leads.

The combination of social skills and strategic thinking is rare in this field. Yet, once the community development strategy is well defined (e.g. by coordinating community development with marketing or through an external agency), nothing tops a community manager who nurtures community growth due to a genuine interest in helping each member, which will ultimately lead to increased profits.

Emotional Branding and Open Source

This type of emotional branding has been in use for many years in customer-facing industries such as automobiles (Ferrari and its sports cars, Volkswagen and its Beetle), but it’s just beginning to gain traction in Open Source product marketing. This is because, for many years, Open Source firms have focused mostly on communicating the technical features and business benefits of their products to end-users, rather than attempting to build strong emotional connections with them.

Today, however, Open Source marketers have realized that end-users aren’t just interested in technical specifications; they’re also taking buying decisions based on more emotional reasons such as ease of use, elegance, social acceptability and community engagement. And so, Open Source marketing is evolving as well, with more and more Open Source firms writing emotional taglines and carving out emotional positioning territory for themselves. Look at the CMS marketplace, for example, and you’ll see WordPress promising “beautiful sites”, Magnolia offering “simplicity”, and Drupal highlighting its “community”.

Reasons for Emotional Branding

There are a number of reasons why a mature Open Source firm should consider an emotional branding strategy:

Differentiation: As the marketplace becomes more competitive, with many products offering the same basic functionality, a firm must seek new ways to differentiate itself from competitors. A purely technical messaging strategy will not work, as other products in the marketplace will offer the same or similar features. An emotional brand provides a way for the firm to build a brand identity that is different from its competitors, and carve out emotional territory for itself. If it is successful, it will gain an advantage over competitors that have not yet begun emotional branding.

Identity: Emotional branding helps to imbue a software product with a life and personality of its own, distinct from its feature set. As an analogy, contrast describing a human being purely on physical attributes (two eyes, two ears, one mouth…) versus personality (handsome, joyful, elegant, …), and you’ll realize that the latter offers more meaningful insight than the former. In the same way, creating an emotional brand for a product helps give it a distinct identity and personality that is reflective of the parent company and also allows users to enter into an emotional relationship with it.

Community: An emotional brand helps with community development by creating excitement and enthusiasm. For example, by using a friendly green robot as its primary brand identity, Google has created a personality (user friendly, fun, innovative…) for Android that allows it to attract and excite even non-technical users and thereby motivate them to build a relationship with the product. This community is critical for bottom-up adoption and word-of-mouth marketing; it also motivates partners and staff.

Emotional Brand Architecture

In general, emotional messaging and branding works as a layer on top of current category- and feature-based messaging. The basic idea is simple: focus on the user rather than the technology in order to communicate the emotional aspect of the brand. This emotional brand identity is communicated through the visual identity and copy style of the brand, and by using product images alongside product features to “humanize” the brand (and avoid plain vanilla stock photos).

It’s also important to realize that emotional branding is not just about positioning the brand externally, but also has a relationship with the internal culture of the company. The emotional brand needs to resonate well with the corporate culture, because it’s important that everyone in the company should feel comfortable when communicating the brand externally. As any brand manager knows, consistent messaging and images requires thorough review (so-called “brand policing”), but the more the emotional brand is in sync with the company, the lower the cost of ensuring consistent communications. Syncing the brand identity with the corporate culture is even more important for organizations in Open Source due to a higher degree of transparent communication.

Conclusion

As the Open Source marketplace evolves and categories become more and more crowded, emotional branding provides a way for a firm to regain its competitive advantage. By building an emotional relationship with new and existing customers, it can speed product adoption, shorten the sales cycle and build a loyal following for its product. Emotional branding also provides a springboard for the firm to take its marketing activities to new levels, by connecting with consumers and making its Open Source product brand stand out.

Community development is a tricky thing to get right. In a typical vendor or consortium-driven Open Source community, the community manager has to deal with multiple stakeholders, each with their own agenda, goals and “hot buttons”. It falls to the community manager to understand these (often overlapping or conflicting) agendas and massage the relationships within the ecosystem – both between the various stakeholder groups and between the stakeholders and the parent vendor/consortium – to ensure forward progress. Needless to say, this can be quite challenging, even at the best of times.

The Death Stars

The task is further complicated when a community manager belongs to a so-called “Death Star” company (as discussed during CLS 2011). If you remember your Star Wars, the Death Star was a gigantic space station created by Darth Vader, capable of destroying entire planets with a single blast of its laser cannon. In a similar vein, there are some software companies that are perceived as Death Stars – in effect, they’re so big and powerful that they’re capable of destroying entire Open Source communities with small shifts in their business plans or software strategies. Companies like Microsoft and Oracle are the ones that are most often clubbed in this category and perceived as “evil”.

From the CLS meeting notes, it can be seen that community managers face various challenges when working with the communities of so-called Death Star companies. Some of these challenges are internal, perhaps due to company management or policies, while still others are external, arising from negative user preconceptions of the company as “evil” or “bad”. In both cases, community management becomes harder and can create frustration for both community members and managers.

Good, Bad or Ugly? It Depends on Where You’re Standing

Personally, when I hear companies being labeled “good” or “bad”, my internal alarm bells start ringing. Rather than adopting a moral perspective, which can raise emotions and tempers and hinder overall progress, both community managers and members should instead adopt a pragmatic perspective.

• To begin with, it’s important to realize that companies want to make money and are themselves answerable to shareholders (most of whom have invested in the company because they anticipate a financial return on their investment). So, how a company relates to its community is colored by this fact, as also by its business model and its market environment.
• At the same time, behaving ethically is becoming increasingly important for companies, to ensure a positive public image. Google is perhaps the most famous example with its “don’t be evil” motto, but thousands of other companies have also realized that unethical business practices, such as using cheap child labor in Asia, hurt more than they help. In other words, the “invisible hand” or market forces often themselves serve as checks and balances to prevent companies from behaving irresponsibly or unethically.

Keeping these perspectives in mind will help Death Star companies and their community leaders better define their relationship towards each other, as well as towards the community they steward.

• Death Star companies should realize that Open Source communities are freedom-loving and opinionated, and adopting ethical business practices goes a long way towards creating a positive public perception.
• At the same time, community managers should realize that companies aren’t de facto “evil” or “good”: business decisions often occur in reaction to rapidly-evolving marketplace events and so shouldn’t be necessarily imbued with moral implications.

The Moral of the Story

Remember that at the end of Star Wars, Darth Vader (the bad guy) turned out to not only be the father of Luke Skywalker (the good guy) but also learned goodness from him. All it took was a little understanding and time. In a similar vein, today’s so-called Death Stars might, if they’re given some patience and kindness, turn out to be the very champions of the communities they’re often accused of destroying. Something to think about, perhaps.

Then, there is an important figurehead, who believes that F/OSS is fueled by selfishness. Are we all little Darth Vaders?

Plus, it seems that IT companies in general are more aware of ethical issues than others. Doesn’t look all that bad, if you ask me.

At Age of Peers, we’re often asked to help Open Source vendors with their marketing and communications strategy, and one of the tasks in that list usually involves reviewing, editing and fixing their Website copy. If you or your marketing team are planning to undertake a similar task, this blog post has some quick tips and techniques that I’ve found useful in the past.

Understand the Website Structure

I’ve found that each Website is a different animal, insofar as its structure goes. It’s important to fully understand the key sections of the Website before starting to write even a single line of copy. This can help inform the copy and ensure that content is properly targeted. For example, if the Website structure displays separate sections for users, partners and community developers, it provides an impetus to begin thinking about the tone and style for each of these sections (more business-like for partners, more informal for community developers and users).

Understanding the Website structure right from the start also helps identify duplication – for example, two sections of the site talking about the same product. This can often produce mixed messages unless the purpose of each section is clearly identified – for example, product features for users versus product features for developers. In this case too, having a good understanding of the Website structure is essential to ensuring the copy is correctly positioned and not redundant.

Create a Style Guide

A style guide is a critical element of any Website copywriting exercise. A style guide sets certain standards or rules for the copy, and ensures that all authors produce copy that is consistent and uniform. There’s nothing more disconcerting than for site visitors to see a different style (of spelling, grammar, capitalization, voice, tone…) on each page of what is supposed to be the same Website! Having a style guide ensures that all content authors start with a common foundation and understanding, and it also serves as a useful guiding document for the vendor’s staff when handling future content updates to the site.

Stay on Message

(Re)launching a Website is a major project, and more often than not, it is undertaken specifically to better communicate a vendor’s position and message to the marketplace. Therefore, it’s of primary important that every element of every page on the Website support and reinforce that message. To ensure this, I find it valuable to spend a fair amount of time defining or reading the vendor’s marketing and communication strategy, to identify the unique selling points of its products and how it plans to position itself for market advantage. This gives me good ideas about the style, tone and voice of the copy – for example, whether it should be informal (community open source project) or corporate (enterprise OSS vendor).

This isn’t enough, however. I also find it useful to review the Websites of the vendor’s closest competitors and review their copy, for a number of reasons:

• To understand their target audience and see how and if it differs from my client’s audience;
• To identify common, industry-specific technical terms that can be used to gain buy-in from technical users; and
• To review other vendors’ marketing “proof points”, such as case studies, customer testimonials and white papers.

All of this information is extremely useful when writing or reviewing Website copy, as it helps ensure that the final Website is both on par with competitors in the same industry niche and also serves to communicate the vendor’s marketing message and position concisely and clearly.

Use Keywords, Headings and Hyperlinks

These tips might seem self-evident, but it’s surprising how often even experienced content authors forget them:

• Keywords: We’re in the age of SEO, so remember to ensure that each page of the Website contains the appropriate keywords to ensure that the site is accurately indexed by search engines. This can be accomplished through the use of <meta> tags, SEO-compliant descriptive URLs and descriptive page titles and headers.
• Headings: Use headings to break up large chunks of text. This ensures that copy is readable and that users find what they need more efficiently. If the website layout permits it, highlight important information in factboxes or separate framed areas.
• Hyperlinks: Hyperlinking information between pages is a good way to highlight and cross-reference useful information for visitors; it also helps makes pages “come alive” by ensuring that users don’t hit a dead end but always have a further link to click through and read more information. Done properly, hyperlinks within the copy can serve almost like an alternative navigation system, allowing users to drill down specifically to the information they want.
• Call to Action: For the corporate Website which typically serves a commercial interest, it is important to include calls to action such as a “Buy now” button on as many pages as possible, simply to generate leads. Ideally, there should be just one call to action on a page to not confuse the audience.

Maintain Control

Even a medium-sized corporate Website could easily have in excess of 100 pages, each with its own quirks and specific needs, and so it’s important to set up and maintain control over the copywriting project right from the start. My current favorite tool for this at the moment is Google Docs, which lets you set up an online spreadsheet that you can share with all the editors and authors working on the copy.

Here’s how this typically works:

• I set a spreadsheet up with fields for Page, URL, Status, Responsible Person and Comments.
• I then create a complete sitemap of the Website, entering a separate URL and editor or author name on each row of the spreadsheet.
• As editors and authors work on individual pages, they update the page status and enter comments (for example, missing images, errors in page layout and so on).
• Different team members review the comments, make changes and update the status further, marking pages as “Done” once no open issues remain.
• Color coding different rows of the spreadsheet helps identify the status of each page: red for critical problems, yellow for minor problems or to indicate a pending review, and green for completed pages.

This method ensures that all concerned individuals (including client staff) have access to the spreadsheet and can see exactly what’s going on, identify critical areas and achieve the project’s end result in a collaborative manner.

Hopefully these tips have given you some ideas about what you need to do the next time you or your marketing team decide to update your Website copy. Or, if you have other tips, I’d love to hear them (write me a comment!).