PleaseTech blog

We aim to provide useful, pertinent and sometimes fun insights into the world of document collaboration and the workings of a technology company

Not another email attachment to review (the options)

Posted by Sarah Holden on 19. August 2013 12:00

Half of the PleaseTech marketing team.


How much effort does it take to produce all the documents that you work with? It’s a question I had rarely considered before joining PleaseTech. But faced with the mass of documentation businesses produce: policies, procedures, manuals, reports, product specs, proposals, marketing collateral (you get the drift)… and then understanding that creating these usually requires significant editing and review before final publication - usually with the input of multiple people – I now ’get’ the need for PleaseReview. 

Previously, as an independent marketing consultant, I used the ‘traditional’ manual review methods. Whilst tradition is a wonderful thing in some circumstances, in this case it is inefficient and costly. Email and tracked changes is fine if it's a ‘one-to-one’ situation. But, as soon as there are more than two people involved it becomes ‘tricky’, if not downright challenging.

Here I consider some of the alternatives available for the collaborative editing and reviewing of business documents and put forward the case that you should use the right tools if you want the job done properly - and as a result, get a better return in terms of money and time saved.

The typical document production process is a workflow that involves a few individuals or at times teams of participants. It goes something like this:

After the document has been drafted, it’s made available to one or more persons for editing (co-authoring) and review. The more extensive the document, the more people that typically become involved. This collaborative process may be repeated several times before a document is considered final. 

Organizations will typically use one of the following methods to carry this out:

Manual – Our research confirms most organizations use manual processes for document review. They muddle through by managing email attachments, copying and pasting edits into original documents, undergoing multiple review cycles, working with several document versions and may even attend several review meetings. 

Time consuming. Frustrating. Unproductive.

Generic online approaches  These are readily available and a step beyond email attachments. Examples include: Adobe Acrobat's shared PDF review and Google Drive. People can access the document online, at the same time which means time saved and fewer review cycles required.

However, solutions such as these have multiple drawbacks.  Things to look out for: do changes still have to be manually incorporated into the original document? Are users able to overwrite others' changes? Are metrics and other review activity captured in a report? Is there any review management? Does it support Word formatting and styles (the most popular document type) and are there any document confidentiality issues (as the document is hosted in the cloud)?

PDF is very popular, but annotations are extremely visual and could overwhelm the document owner:

Business collaboration platforms  These include systems such as Microsoft SharePoint (read our whitepaper), Open Text Content Server and EMC Documentum. Whilst providing a broad range of business collaboration tools, they cannot be expected to meet all the criteria required for a fully functioning, controlled collaborative editing and review solution. Co-authoring is an ‘after you ….. no, after you, I insist’ situation based on 'check-in, check-out', whilst review is typically PDF based. In our experience, document authors and reviewers quickly develop manual workarounds which take us full circle back to email attachments!  

Then there is PleaseReview. After three years at PleaseTech I understand why PleaseReview flourishes. It takes a specialist approach to the issue. Recognizing that many organizations have to meet strict regulatory, compliance or corporate standards it is designed specifically to control and manage the entire review process. It does this by:

  • making the document available in a secure, controlled and collaborative environment 
  • providing owner management and control
  • delivering specialist functionality including automatic change consolidation, easy reconciliation of comments and comprehensive reporting
  • catering for various document types such as Microsoft Word, Excel, PowerPoint and PDF 
  • offering offline and tablet review. 

The associated benefits can be summarized by improved performance – such as reduced review costs, increased time savings, greater employee efficiency and accountability, better quality documents and high user satisfaction. 


For more information on PleaseTech's collaborative review and co-authoring solution, visit: www.pleasetech.com

Why does PleaseTech use social media as part of its B2B marketing strategy?

Posted by PleaseTech Guest on 1. August 2013 15:52

Our guest blogger is...


Mary Thomas is a social media advisor to PleaseTech.  She is the founder of Concise Training and the author of ‘Social Media Made Simple’.

The first question we must address is ‘what is social media’? It’s one of those phrases which means different things to different people. A teenager may think of it as Facebook whereas a business professional may think of it as LinkedIn.  As a social media professional, I think of it as a way of engaging with a large number of people in a cost effective and time efficient way.

From a business perspective, it’s another marketing channel and within this social media channel, there are many individual channels which include some of the more famous ‘social networking’ tools as well as other channels that might not automatically spring to mind.  These include Twitter, LinkedIn, Facebook, Google +, blogs, video, forums, eBooks / E-articles, image sharing tools, email newsletters, FourSquare, Groupon and QR Codes.  

As a business with a specific target market, PleaseTech, for example, knows that not all of these tools are appropriate to its business and has taken a strategic approach to which channels best support its messaging to the target market and thus its overall marketing and sales activity.  Based on audience, time, resources and content, PleaseTech has picked which of these channels most effectively brings ‘to life’ its flagship product, PleaseReview, and which best supports its communications with stakeholders.  

For example, its YouTube channel (PleaseTechLtd) features an animated movie detailing the problems organizations face when trying to get large teams of people to effectively collaborate, author and review documents. YouTube is an efficient distribution mechanism which is widely understood and accepted, therefore allowing PleaseTech to easily communicate its key messages and product information in an easily digestible format to a large audience.

We all absorb information in different ways and that’s the beauty of social media, that information can be communicated visually, verbally or via the written word.  

Talking about the written word, you are currently reading PleaseTech’s brand new blog, which is beginning to build up a wealth of content through interesting articles on a variety of subjects - such as this one.  This is not entirely altruistic as the objective is to have an active blog which is part of search engine optimization and which, in turn, will increase PleaseTech’s chances of being found by search engines and becoming known as an expert in their field.  Although, in retrospect, if this is the objective it may be better to concentrate on articles on document review rather than social media!  

Building up such content is ‘content marketing’. But what exactly is content marketing? It’s a marketing technique of creating and distributing relevant and valuable content to attract, acquire, and engage a target audience.  By giving away useful information, businesses become the ‘place to go for information’.  As the brand of the business is developed, it becomes the ‘place of choice to do business with’.  In the old days, content marketing was the advert in the trade magazine which you sent off to get a white paper. Now it’s as simple as having valuable content accessible via your website, blog, etc.  

It’s important to differentiate content marketing to relationship marketing.  If you go to any face to face networking meeting, it is clear that even in the B2B world, many people will select businesses based on relationships.

If you ‘like’ somebody or a brand, you are more likely to trust them and do business with them.  The major brands use social media extensively to convey their ‘values’ and thus try and gain your support for the brand.  

In a B2B context,  it can be used to develop and build relationships with people that you know and more importantly, people you don’t know. PleaseTech is a classic example of a business which has an ‘electronic’ relationship with a great many of its clients. The relationship with such clients and prospective clients encompasses all means of communication, including this blog.

For PleaseTech, many face to face meetings take place at conferences and exhibitions across the US and Europe, but ‘touching’ people before they meet, whether that’s via a newsletter, Twitter, Google + or LinkedIn, and then, for example, supplying them with literature that allows them to scan a QR code, taking them directly to the www.pleasetech.com website, helps to build and nurture both new and existing relationships.  

All this takes both time and thought; it doesn’t just happen by accident. It’s all about strategy, resources, content, tools, audience, aims, review and measurement.  Combine these effectively and your social media will support your business goals.

The nightmare of 'tracked changes'

Posted by PleaseTech Guest on 27. June 2013 15:09

Our guest blogger is...


Andrew Barnes, Independent Marketing Consultant

 

I'm not prone to nightmares, and normally I sleep quite well.  But towards the end of last year I genuinely did wake in the middle of the night in a slight panic.

Over the years I've worked in a variety of different roles with many types of software companies.  From rapidly growing UK companies with great products to global organizations with products in need of refresh, I've worked in some sort of marketing position.

Throughout that time one thing has been more or less constant: the need to create, share and review documents.  Even now, as an independent consultant, I've always thought of myself as pretty adept at juggling documents to ultimately come out with a polished datasheet, press release, whitepaper or proposal as required.  But for some reason this time it was different.

I had been co-ordinating the creation and approval of a new whitepaper for a company that will remain nameless.  This involved taking input from a few different departments and working with a couple of agencies in different time zones.

There was nothing really out of the ordinary.  A draft had been created.  Like many companies there wasn't much of a process to follow.  They relied on the distribution of the whitepaper by email and using tracked changes in Microsoft Word to evolve it.

I won't bore you with the details of the rainbow of colors I had to resolve in the document as the emails came back and people edited edits.  I set about resolving the amendments and accepting comments where appropriate.  By the time I'd finished I felt pretty relieved.

So why did I wake with a start?  For some reason I suddenly realized that I'd inadvertently approved for external release a document that was still being modified by some fairly senior people.  And the situation needed to be corrected pretty quickly.

At the 11th hour an executive had decided the document needed a particular twist and had started a new email thread distributing the original version.  I'd been told this in passing, but it had slipped my mind and as a result the consolidation of some pretty critical amendments hadn't happened.  All my hard work had been messed up.

So first thing the following morning I still had the same deadline to meet, and I had to work out to incorporate amendments to amendments, quickly research responses to new comments and resubmit for further approval across time-zones.

I didn't have the luxury of an audit trail to work out what had gone on.  The lack of process had let me down.  So I painstakingly had to go about comparing documents, tracking down emails to see who had done what and chasing one person who was adamant they needed to be involved, but couldn't be tracked down (and yes the pun was intended).

I got there in the end. The whitepaper was published and well received by the audience.  So apart from some shredded nerves and extra work, no real harm was done.

Since then I've started doing some work for PleaseTech Ltd and have had my eyes opened to the value of a structured, controlled approach to document review.

I think it's time for me to stop juggling documents and drowning in the sea of tracked changes.  If only I can persuade my clients of the right way to control the document review process...

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