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Content Strategy Lecture (59:16): - Welcome to Web copy That works. - Create your brain driven content strategy. - This is luxury. - Take two as a result of some technical difficulties earlier. - That meant that some of you did not see the screen share. - And I'm really, - really super sorry about that. - Um, - so this time I did a pre test, - and it looks like, - uh, - the screen shares working. - So we'll have that, - uh, - presentation to look at in just a moment. - Um, - so I mean, - it kind of dive into that, - Uh, - just kind of you. - Briefly, - the goal of this class is to get you guys to develop a competitive audit and a content on - it. - Over the next week. - When I talk about competitive and content on it, - I I'm thinking Ah ah, - qualitative audit that who gives you insight that can inform Ah, - content strategy. - This could be used in a couple of ways. - Could be used for a very tactical change. - Teoh client side of your own site. - Something that's gonna kind of improve. - It can be used for a much, - much broader uh uh uh, - transformation of whatever it is you're doing with Contacted by ah kind of informing, - uh kind of your thinking about a broad range of of topics. - The target for this class is really pretty, - very defined objective for your working, - and we'll talk about that in just a moment. - I think that that's just gonna be more manageable for you guys on. - Then you can if you kind of apply that more broadly, - you couldn't develop a deeper and richer ah set of insights for a broader transformation of - , - uh, - near Clinton experience or your own organizations experience on its site. - Somebody switched to screen screen share mode. - Now, - Yeah, - that looks great. - So it's just a little about me. - I'm Frank Marquart, - director of content strategy, - The Barbarian Group on Twitter At tradition, - I spent my career doing editorial work. - I've been formally working as a content strategist since 2007 but ah, - number of the rules that I held before that involved managing content in a publishing - organisations, - which was really very solid training for what I do now in solving client problems. - Uh, - as a contents trying just ah, - brief definition content strategy of sort of my definition. - I'm sure you guys have have seen a lot of definitions out there uh, - you know, - a lot really kind of relate toe. - How are planning for content really over its life cycle? - I kind of like to use something a little simpler. - Just the practice of planning out content will create awesome user experiences. - And this can involve I think a full range of different, - uh, - kind of processes you Some of the work that I do is very much in the room of discovery, - which is a lot of we'll be talking about here, - uh, - talking to stakeholders, - auditing competitors, - gathering research, - trying to understand kind of what the situation is in what some opportunities are for a - client. - In other cases, - I'm working on something say, - a kind of a tool for a client, - which is a little bit of a different kind of process. - It's tryingto work very much with the UX designer to define what someone's experience, - uh is from kind of the beginning of, - uh, - uh, - say, - uh, - uh, - interaction on through the And this could be a you kind of online purchase purchasing - process or a comparison experience. - I'm kind of very variable in many respects kind of skills. - There certain skills that are common to these types to maybe a bigger strategy project or - kind of launching a brand or a brand, - uh, - kind of a marketing platform for a brand and doing something a little more tactical hands - on inside on existing infrastructure, - I find myself pulled into both types of projects, - depending on need on. - I think that the goal in both cases is the same. - It is what it is going to create this awesome either experience, - even if the skills very a little bit, - although in almost all these cases there's a content on it on a kind of competitive about - it that are involved in forming how we think about solving the problem. - So simple objectives to creating his experience. - One. - We want users to love it. - It's very important that we give people the thing that, - uh, - they make their lives easier or we solve. - Uh, - we saw there. - We entertain them. - We delight them. - Perhaps, - um, - we make something happen fast. - We don't waste their time. - Um, - you know, - these are the things that seem to create love. - There's, - ah, - a range of things that will make life better for us when we're doing something with content - or through content. - You know, - content is usually a vehicle to some other objective learning objective or purchasing - objective. - So, - you know, - I'm sure you all have lots of experience. - Experiences with content are doing on websites or interactions that drive you crazy on - others that don't. - And you know, - when we can simplify things so that there's no no problems. - Eso that the slide show up when you tell them to, - uh, - everything on everything works. - It makes life ladies here. - Uh huh. - Second thing really is kind of the big objective for content strategy, - as I see it is something that organisations can use. - I think one of the how kind of one of the challenges, - uh, - was content. - Strategy is you know, - you have the's big ideas for something that you think is going to be wonderful. - It's so obvious that someone should do it. - Um, - but not not all organizations can actually put it to use on. - There are lots of reasons Why one the big one is that there resource constrained or people - constrained. - And so and so you know, - when we devised our strategies and we think about what we want to recommend or what will - make life better for users. - What users will love Mawr? - We do need to be mindful of what the organization can actually do and and in our power to - affect that through the organization, - because often we are the champions for that change and there can be obstacles. - Uh, - that can, - uh, - can be overcome. - But sometimes it can take some time or a lot of careful navigating t get around them on. - And sometimes things are just not possible. - Or there are too many dependencies. - Too many things that, - uh, - need to be changed from a developers end or what not, - Um, - with too many other priorities or defined, - you know, - things that people think are priorities ahead of whatever it is you want to do. - So so it's it's it's important to be thinking about that as you develop your strategy. - If your organization can't use it, - you know, - if you're not compelling and how you communicate the benefits of it, - then it can be a challenge. - Toe. - Uh uh actually see it in action. - So these are some sample deliverables by project phase. - The work we're doing in this class is really centered on the discovery phase. - We're doing competitive audits and auditing kind of our own content. - There's a couple other things that often happen Discovery, - one stakeholder findings or stakeholder interviews on, - then a second gathering data metrics analysis. - And I'm gonna talk briefly about that in a minute. - The discovery really leads right into the strategy where often we create a document that, - at least way call the content strategy. - It's content strategy that's separate from the craft of the content strategy. - Um, - always tone guidelines messaging framework. - Sometimes the workflow comes out of that, - um, - sometimes the governance plan. - Really? - The truth is, - a lot of these durables coming various times, - depending on the project in the project cycle. - Uh, - but typically, - after this strategy discovery, - we kind of know what we're doing. - And then we go into design. - We worked with designers, - the UX designers and the creative team toe Teoh to figure out you know how things are gonna - look and fit together and work on. - And then there's a actually creating, - creating things, - the building, - the writing, - the copy deck because and it sort of just launched, - and we go into managing where there's more auditing and, - uh, - now it's analyzing metrics to identify insights that could make this experience, - um, - better. - How do we eatery? - So the course objectives and as I just mentioned, - is really to focus on this discovery face on. - I really love discovery. - I think it's a lot of fun. - Teoh, - um, - figure out of one of the what is the problem? - We're solving far what users need What's going to make life better for people, - you know, - how do we make that happen? - Um, - the course objectives here are you to really understand kind of what you're doing with - content good and bad for whatever it is. - The problem is that you're gonna choose to focus on, - uh, - really understand what your competitors are doing. - So so you have Ah, - essentially, - you're building a context for a set of insights and recommendations That will be the - opportunities you identify to improve your content. - So moving into discovery, - Um, - there are a couple things were not focused on in this class, - but they factor into discovery in a significant way. - And, - uh, - you, - if you wanna be play with them. - That's great. - Go for it. - Some of this stuff you may already have done or you. - You may have some information that's it's already of relevant. - The first of the stakeholder reviews and this is a This next line is just some examples of - questions you might ask a stakeholder around of their audience that their target is really - understanding, - uh, - their audience cause because a big part of content strategy is really developing content, - that's gonna be being full to a specific audience. - So So this audience definition is you know, - it is an important piece of what we do on something that I'm going toe. - You guys have to kind of do before you get into the auditing. - So you understand what is going to make this useful for people, - and we'll talk a little more about that in just a second. - The the role of the stakeholder interviews is, - is it's to understand who the people who are, - you know, - possible uh uh, - the possible executed to the project or possible champions for the product project, - or possibly influenced in some way by whatever it is that you're doing to really understand - what their considerations are. - One of the concerns, - What do they want to see happen? - You know what are their what? - Their insights, - you know? - What do they care about what's not working for them? - What did they think could work better? - Who is it that they're trying to reach? - Where is working? - Where isn't working? - Uh, - are there issues with organizational workflow organizational design that are maybe in the - way of the meeting, - their objectives that the content could, - uh could help them achieve better? - So so you essentially, - it's a It's an interview interviewing face. - Those of you who have practicing journalism have have done a lot of this, - but the work here is really to think up One of the questions you need answered, - um, - by people who are touched by the project or touched by content on the site such that you - can best solve all of their different meats again. - This is not a formal part of this course. - It's not something I'm trying to teach here. - I think that it's kind of require a little more time toe, - I think explore, - uh and I already think we've got a lot we're working on in this course, - but I want to just call it out there and kind of articulate the value of it the second - piece, - which is not kind of a formal part of this course, - but I think is something that you probably have some access to, - if not a lot of access to in which certainly can you can bring into your your presentation - for this course is the kind of analytics intake of, - uh, - information that is relevant whatever you're trying to solve. - So this is information that comes from third party sources like E Marketer or Compete. - There's a bunch of places, - places that do a lot of user research track behavior on and put out studies. - E consultancy is another one. - Um, - it could be coming from in a lot of politics. - If you've got a ah Google account to your connected your website or any other sort of like - analytic tools, - you have accessed T kind of see who's looking at what you how that information's performing - . - Make inferences about you know why some pages are getting a lot of traffic, - like some pages are are not getting any traffic. - Um, - you know that there are, - uh, - occasional, - uh, - white papers put out by consulting firms and others that are, - you know, - sometimes offer insight. - Teoh specific problems you might consider doing some interviews with users. - You might be doing focus groups. - There might be some user research that, - uh, - third party agency is collected for your organization. - You know, - you might look a tsum. - Best practice research, - you know, - benchmarking on a specific topic that you're trying to solve for. - Um, - you know, - there's a lot of data that's out there. - That data helps us understand context. - It can help us frame what we want. - Oh, - you know what we want toe solve for, - um, - And, - you know, - I would be remiss not toe not to point out its value on and kind of talk you through - because its role in the discovery phase, - you know, - you know, - kind of a good example is a You know, - if you're trying to get a organization t build a responsive website, - you know where you're doing that internally. - You know, - gathering some data around adoption of cell phone, - mobile phones or tablets, - you know, - which has has been going, - you know, - up in a very steep curve over the last couple years. - And, - you know, - whole noble adoptions continuing to so you know, - that has all kinds of implications for how we build our communications. - You know, - you know, - the emphasis we have on the desktop versus a mobile experience or the integration between - the two of those becomes a lot more important, - that circumstance, - which is why responsive design has become a very popular kind of buzzword. - Eso. - So there's a lot of uses for this information about, - you know, - the, - uh, - behavior on analytics that can, - in fact, - her into a content strategy. - So the place that the place that I want I want you guys to stop our is thinking through - kind of the problem that you want to solve. - Um, - so the stakeholder interviews in the data provide good contextual information. - Stakeholder of Houston sometimes help you narrow down to what the problem is your client or - organization you're working with is really dealing with. - But I'm, - uh I'm pretty sure most of you can identify, - um, - problems with whatever the client O our side is. - You're working with something that it isn't working or you, - you have hypothesis is isn't working or you think we're better. - People are frustrating, - frustrating about Our people are not doing something you want them to do so So so you. - You're kind of starting place for this for this project. - This is too. - Look at that and identify what is the business objective? - What do we want to achieve? - What do we want to change organizationally? - What's gonna make us more successful? - Uh, - some examples of what that might be. - You know, - the check out process. - How do we make that better? - How do we improve the usability? - Is there stuff we can do around messaging, - you know, - is there Are there changes to the Web form? - They're gonna make this simpler. - You know, - this is you know, - this is obviously an important thing for any sort of the commerce site. - There's a lot of attention and thought goes into How do we move people through the check - out process efficiently. - Eso that we actually convert convert their their interest into a purchase. - You know, - I kind of wanted people another benchmarking articles against professional publications. - So you maybe you guys are producing articles. - Maybe you've got a clan or your organization is producing a bunch of articles and you want - to see how you know? - How do these compare what's out there? - Can we make the better. - Um, - you know, - this is a great place to, - you know. - Look at that. - Maybe it's improving. - Your c t a s a c t a being a call to action. - So you know, - you want people to do things at various points in your sight. - The cult action is a trigger to help Help them do that. - Some see ta. - They're a lot more effective than others. - Placement can sometimes make a difference with the c t. - A placement on the page. - Eso So you know, - that might be something you want to look at. - Maybe you've gotta have more general set of things you'd like to do here. - You know, - identify five quick with winds through improving contents. - What are five things you maybe you could do that would improve content. - Kind of looking broadly across insight, - maybe looking at cross promotional opportunities. - You're selling one thing over here and another thing over here, - and you want to look at a way that maybe, - you know, - connects those for a user? - Um, - maybe you want to assess effectiveness of continent meeting a specific user need somewhere - on site. - Maybe you're doing a redesign to make it responsive so that it that it ah, - uh, - adapts Whether you're looking at adapts looks beautiful. - Whether you're looking out on a mobile device, - a tablet or desktop, - you know, - even a TV set. - So starting off, - think, - think a little bit about what is your business objective? - What is the problem? - You want to solve their from a business standpoint, - the next. - The next task is to think carefully about what the user needs. - And the place really to start here is who is your user, - you know. - Are you targeting? - You know, - 18 to 20 year old girls Are you targeting? - Um uh, - sports enthusiasts. - Are you targeting? - Ah, - business audience, - you know, - Are you taught targeting philanthropists? - Think a little bit about who it is you're targeting. - Uh, - and once you've identified who that who that audience is, - you know, - think about the things that are going to be meaningful to them. - You know what's gonna be useful? - What's gonna be understandable? - What will be? - You know You know how to what degree is your content credible? - Informative, - unique. - Uh, - you To what degree is gonna be meaningful to them? - Is it something you want them to share. - How? - Share a bowl is it? - How shareable do you want it to be? - Um, - you know how clearly communicating about what you do, - why you do it? - You know, - if you were one of those members of that target group, - can you Can you come to the site or the experience or whatever it is that you're you're - you're going to do your audits on and understand? - You know what there is for you to do? - How did accomplish your goals, - how to get the thing done. - You need to get time on. - So so, - you know, - kind of two things here is, - you know, - one being, - You know, - I think some criteria for assessing whether or not your content is effective into really - thinking about, - you know, - you know that effectiveness in in connection to who it is that you're creating for. - So let's let's talk a little bit about the competitive audit. - Andi, - this is really the the the kind of the broader landscape. - You know, - as I said earlier when we were doing a discovery, - we're looking broadly at what is, - uh, - what others are doing? - What's working. - What are sources of inspiration? - Are there some recurring aims of patterns best practices that we can learn from. - So there's a lot of, - uh, - a lot of just kind of contact setting that comes out of the competitive audit. - Ah, - lot of just come making sense of how how other organisations are approaching a similar - problem. - You know, - you have to be mindful that sometimes they have different audiences. - But, - um um e nevertheless kind of understanding sort of broadly, - what others were doing can be very helpful. - And and looking competitors is especially helpful because they're typically going after the - same, - same same. - So instead of people is you on. - So some uses for this, - uh, - for the competitive auditor to really learn the landscape, - identify best practices, - Um, - the potted pattern approaches. - You find some areas where you can differentiate what you're doing. - But how do you set your work apart? - How do you send your brand of your organization apart? - Um, - you know, - find some weaknesses and strengths and really validate your recommendations. - I'm kind of the end of the day. - So So learning about the landscape? - Uh, - this this is this is often when you're doing the landscape, - uh, - the the um The purpose here is just to see what others are doing. - Thes slides, - air examples from a new exploration of what men's apparel sites were doing. - Ah, - first line, - Who wanted to launch something, - uh, - kind of a content marketing experience for for many, - Um, - so kind of. - You know, - what I did in this case was I just gathered some screenshots to start to kind of identify - what our brands that are doing thing you should are interesting. - What are they doing? - That's interesting. - What are they doing? - Interesting with content. - How are they using content, - you know, - has the content targeted s so on and so forth? - Are there some inspirations that might, - um um, - you know, - might help inform what we dio. - So this is, - you know, - kind of one tool. - Basically, - think of each of these kind of each of these slides is a kind of tool in a different, - a different way. - Go about thinking, - uh, - go about solving your problem. - And when you do your your work here, - I think the you know the goal is really for you to kind of pick and choose amongst the - tools here that you think are going to be most effective in helping you solve your problem - . - So identifying best practice is, - um this is, - uh uh uh you know, - this is a site that I worked on a number of years ago that had ah section called natural - learning that led to articles. - The problem and the thing that we put the client which stage they still haven't changed - which sometimes happens was that there was some ambiguity in the language that the term - natural learning has no tangible correlation to specific types of information. - It's very different category of label than recipes. - For example, - recipes tells you it tells you a thing that you know what it is. - Natural learning doesn't. - It's, - um our foods does. - Oh, - here's product Meet us. - Does that. - We're gonna meet people. - Natural learning is not super clear. - Um and you know one way to kind of help. - Help understand? - You know what others were doing? - Teoh To make a case for a different approach is to look is to look at some examples from, - you know, - in category competitors. - Here's your A road mills and Health Valley, - organic and nature's pass. - And through the life, - you know, - I would say. - Not all these A perfect with a lot of these air, - a lot clear and a lot more direct in and how they label their navigation categories. - There have mills, - it's home products, - recipes, - uncompromising standards, - which is kind of intimating something about how they do business or how they make their - foods gluten free. - Very audience specific target there and then about us. - Health Valley, - about US products. - The Nutrition Scorecard, - which is clear the natural learning because it's a thing, - although it's not clear what that thing is. - Healthy living again a little bit of, - ah, - a little bit of the vagary in there, - although it seems to suggest health, - uh, - lifestyle content around Health Buy Online store locator both very clear our products, - healthy foods, - recipes about us blogged. - All those are very, - very clear. - Um, - you know, - the point here is just toe just to kind of look closely it how things air being message of - what labels are being used, - how they're being used and by doing this comparison, - uh, - seeing if there are some insights that come out. - Um, - and you know, - those insights are congee pretty small insights in this case, - navigation labels and categories to be directing obvious. - Um, - you know, - not not a earth shattering insight, - But, - uh, - uh, - we have a pattern that has been identified and that potentially can can help, - help, - help frame of solution. - Um, - and you know, - the problem here is that the cautious navigation labels confusing users. - This is a case we're getting. - Some data or metrics could be very valuable. - Showing how many people are clicking through to a section can often help, - you know, - validate that. - It's it's, - it's it's not. - It doesn't have an effective label. - You could say that it's just not an effective section, - you know, - need it. - It's not serving a purpose, - but a lot of cases, - it's that the labelling is unclear. - So differentiating your execution so 11 of the things that you guys might like to play with - as you do your audiences kind of creating, - you know, - some simple, - um, - you know, - two by twos that, - uh, - you know, - you know, - a couple of different axes is with different values that are communicated by a brand or, - you know, - some tool, - uh, - and and sort of plot them. - And the value of this sort of plotting is that it tells you where there's opportunity and - where there's no opportunity. - So so in this case, - you know, - we have Ah, - it was it was kind of examination of different check out kind of messaging around. - Check out, - uh, - person, - some kind of major brands. - You know, - Amazon focused on convenience through the pay for play phrase. - Google check out had a couple of different messages. - One was incentive face when was convenience based papal focused on security? - Bill Me later was the only one in the league alone category there, - I think, - believe by PayPal now. - So the idea here is, - you know, - let's look and see what others are doing and kind of figure out you know, - where we want, - where we'd like to be in terms of how we re message again, - kind of setting context, - understanding kind of a landscape. - What others were doing, - where there's opportunity. - Uh, - because everyone doing the same thing in the area. - Uh Z, - it's kind of a simple way toe to make sense of complex information. - So so content audits often take the form of a new assessment against a set of criteria. - So we lay out our criteria and then we way use that identify what is effective, - what is ineffective. - You know the criteria. - Peace is very important. - I used the Hall of Fame ballot here because the criteria for the Baseball Hall of Fame is - notoriously, - uh, - squishy. - They send the ballot out Teoh. - A bunch of sports writers and sports writers get to select who they think belongs. - There's not a lot of, - uh, - information. - Oh, - our standards that are that are agreed upon necessarily, - Which is Ah, - great thing for for sports, - uh, - publications if you happen to read them. - Um, - um, - you know the problem being this year that a lot of the athletes who were nominated that are - eligible had taken steroids her And there was a lot of confusion around, - whether they belong or not. - And it turns out that the sports writers do not think anyone belong this year. - Um, - or maybe there's just one person I forget who who made it. - I don't think anyone made it. - Anyway, - I'm not sure. - I'm not sure I venture to meet it. - Um, - so you kind of one way to use criteria and this is by no means the only way, - but I think it could be a very effective way if you want to do a side by side. - Comparison is is the Harvey Ball chart there? - Harvey balls on the left. - Um, - on. - You know, - essentially, - you need to develop a key. - You're determining. - What am I evaluating? - Um, - you know, - in this case, - uh, - evaluating, - uh, - visual, - uh, - heuristics for some mobile phone brands and looking at what types of content they were - using to communicate about their product on then And, - you know, - the hardball sort of match up to, - you know, - whether they are using this your stick or or not to limited usedto you know, - some, - You know, - some use, - uh, - to, - uh, - you know, - a pretty sophisticated used to just a world class execution. - And you'll see how this had this kind of place when you, - you, - you you put in the brand's itt's a good tool because it provides a at a glance way to see - you. - Who's doing what on if you're a brand that, - uh, - you know is not doing anything. - And your competitors are doing a whole bunch and they're doing it really well. - It could be an argument for, - you know, - for you, - you to create that type of content. - Um, - and this could be is, - you know, - really for for for ah, - wide variety of things. - It's it's it's, - you know, - there's a little bit of an element of subject subjectivity to it as there is toe. - Um, - you know, - a lot of a lot of a lot of auditing mean auditing. - Is this really ultimately a? - There's a subjective element that you're kind of bringing your reason and intelligence to - Teoh make argument for a specific solution on, - you know, - trying to validate what you're doing again by looking at what others in the landscape are - doing. - Um, - you know, - typically doing something like this, - like this hobby ball chart. - You don't want to just give the chart. - You want to show a little bit of the work you possibly in appendix, - but possibly as a. - You know, - you kind of right next to that chart where you're maybe looking at some screenshots that - that show, - you know what is making an effective or what's making it. - You can. - What are some of the brands doing that that are notable and worth calling out on you know, - this provides ah wayto kind of highlights from opportunities or no two implications or, - you know, - identify. - Um you know, - uh, - you know a place where you differentiate yourself, - you know, - in these these little you know, - write ups, - it's again, - it's the screenshot. - It's a short description of what they're doing on, - and even some opportunities that that that that could draws a conclusion and kind of points - to a recommendation that will come, - you know, - come later. - So So it's kind of trying to think about how you're using this audit. - Teoh Offer some inside in some direction for your client organization to give them ah thing - to do with it. - So just kind of pausing there, - you know, - what we've just looked at are a number of different approaches to doing ah, - competitive on a number of different tools. - It's conceivable you use you know, - all these tools in your audit. - Maybe you just use a couple of them. - Um, - the sophistication of ah, - a competitive artist. - Ah, - is a lot of it's really tied to How kind of logical, - uh, - your conclusions are how logical your insights are. - How clear you ah, - identify the various bits of information you're looking at and how you kind of put it - together. - Teoh point a direction or you are map. - Ah, - a territory for your organization bringing to move into Ah, - so now, - moving into content audits, - um, - three content is it's Instead of looking outward, - you're looking at work. - Uh, - you're really trying to make the most sense and most valuable sense of your existing - content What you're doing Well, - what you can do better, - Um, - where there are opportunities where there are gaps where their weaknesses, - you know, - you know, - maybe where things are in the way of users. - You What can you do that will help you meet that objective? - What can you do better to help you meet that objective? - So the example in this pages is just looking at a a site that had a very dense summary of - of, - uh uh that the publication, - you know, - in the recommendation here is to simplify it to make it a lot friendlier to readers. - Um, - then, - uh, - long sentences and, - uh, - convince dense text without really any break. - So when it comes to your content on it, - there are a number of different things you could look at, - and this is by no means a comprehensive What list? - You could look at navigation. - You know, - we have a navigation example above. - You could look at product copy. - You could look a messaging. - Maybe you wanna look your articles If you want to look at consistency and language across - the site, - maybe calls to action, - maybe sus optimization in the class I I listed to monetary sources or references. - And there's a periodic table of S E O that you might consider taking a look at on if you - wanted to do in a seo optimization. - You could kind of use that as a guide to 22 things that could be done to optimize optimized - experience. - Maybe one of your home page. - Maybe we'll look at your content types. - Uh, - kind of across the site. - It's kind of up to you to pick something. - Um, - e I think that again, - the more focused you are for the purposes class, - the I think the more effective it will be, - if only because you have defined category that you're you're examining in auditing. - Um um and you can do a little more of a focused exploration than if you're trying to do - several things air something that's, - you know, - I'm looking at an entire section of the site or, - um, - you know, - that can sometimes get a little bit unwieldy. - So So navigation, - like e back to back Takashi. - So the other thing besides the natural learning that drove me a little bit crazy was there - of events section on. - It still drives me crazy because none of the things under events is an event. - It's health, - food cravings, - steam meals, - kid friendly foods, - real foods, - cereal, - find a recital bank, - tasty fiber and the real project. - So if I'm clicking on event events and I come here, - I'm looking at them. - Like what? - What am I gonna go do? - Um uh, - brands some kinds eso So you know. - So here, - you know, - I think the you know, - in doing the audio is kind of calling out. - Hey, - you know, - there's a risk here. - Your navigation doesn't appropriately looks like the content I'm in that can prevent users - from finding it on. - Then you know, - the opportunities really did rename the section ah, - label that is going to reflect the reflective. - The content that's in it. - So this is really kind of close reading for those of you who studied literature, - Uh, - you know, - I think that part of auditing is is it's really close reading. - It's really it's, - um um you know, - are there is there a parallel, - uh, - our labels parallel, - you know, - is the language parallel in a in a bulleted list. - The the you know, - our new things match up appropriately is their cognitive, - distant dissonance is gonna gonna happen for our user if they click