Challenges / Solutions

We identified the primary target then brainstormed ideas about the type of content that might be desirable. After several rounds of refinement and prioritization, we conducted focus groups to test our ideas. Our approach was to create areas where content could live and outline the minimal amount that needed to be developed for each area. A small amount of content was developed prior to launch and an editorial plan was put into place for continuing development over time.

When the site was later redesigned, we reorganized the content that had been amassed during the previous five years into a logical hierarchy that worked going forward.

Build consensus among a diverse group of high-powered advertising executives.

If you've ever tried to get five people to agree on something, try 50. Then make all of them heads of competing advertising agencies. Then give them a budget and a deadline.

We worked with a small interactive committee to do the bulk of the decision-making. The items that needed full board support were packaged into discrete elements. We then strategically framed each element and presented a limited number of viable options. The board voted and we proceeded.

This process was repeated during the later upgrade to the site.

One person with limited technical knowledge needed to maintain and grow a Web site with thousands of pages of content.

For the first version of the site we created custom tools to streamline workflow. This was fine during the first several years. Over time, however, this became inflexible, as new content types were needed. We migrated the backend to our more flexible platform, EsKort, but kept the same design. This allowed for greater flexibility and much more efficient content management tools.