CN, a North American railway, brings its business closer to its customers by providing live, updated information on every operational facet of customers’ shipments. It is an evolutionary approach in websites for customers who want it all.

About CN
CN is a leader in the North American rail industry. More than just a railroad, CN is a transportation company offering integrated transportation services including rail, intermodal, trucking, freight forwarding, warehousing and distribution.

Situation Analysis
The previous site design and architecture was outdated and cluttered. There was no existing database or content management system (CMS) and all content was built and updated in HTML. A current inventory of 2,500 pages was taxing to manage so content had to be condensed to 1,500 pages while maintaining multilingual communications in four languages. The functionality of the existing online customer tools (eBusiness) also required upgrades to establish a positive customer-centric experience. The CN website was mainly used by customers to carry out tasks regarding their shipments. However, it provided a confusing architecture to find information regarding how, what and where things could be shipped.

A complete redesign, reengineering and implementation of a third party CMS (RedDot) was required.

Goals
Due to the complex nature of the inherited assets in the existing site, the CN project required initiatives to be rolled out in phases. The infrastructure, navigation, appearance and usability of the website required immediate attention. Secondary goals addressed recruiting needs, investor relations reporting, corporate information and news, and customization of relevant target marketing messages. And finally, the eBusiness site required a redesign to better integrate with the new public site design.

Challenges
The true challenge of this project laid in the need for trust and transparency between parties in order to reach a common goal.  The zu team worked diligently with CN on coordinating a seamless project. Because the content was provided by CN, and the CMS integration was done by the CMS vendor, this created a need for zu to develop a strategy that would support third party CMS integration by acting as an intermediary between the CN web team and CMS vendor. zu Systems Analysts developed functional specifications that were  complex in nature and zu Developers had to undergo extensive training in order to clearly define the third party CMS requirements. Converting 5,000 pages of content required editing and proofing resources in four languages.

Solutions
The design and information architecture solutions were developed by zu and applied to the frontend of the new site. In order to create an intuitive user experience, simple and clean design enhancements were implemented and the information architecture was rebuilt to facilitate typical customer tasks and information needs. zu provided CN with the tools to update specific real estate in the website by assisting with the configuration of the CMS. This created more autonomy for CN to craft custom messaging when required and further eliminated HTML updates that once fell on IT. Customization tools were applied to the eBusiness components in order to create a customer-centric website which would enable the CN ecommerce sales channel to better achieve financial targets. zu created a strategy that enabled marketing users to insert tailored banners to communicate key information to investors and analysts.

Solution Summary

• New site design
• New site information architecture
• Technical strategy
• Functional specifications
• Development of cascading style sheets (CSS)
• Integration and support for third party CMS (Red Dot)
• Integration of third party data feeds and components
• Functional programming
• Reintegration of web analytics
• Content editing, proofing and insertion of 1,500 pages in 4 languages
• Integration of Google Search

Result
Despite an economic downturn in 2009, CN’s public website page views increased 25% year-over-year compared to its previous website. A service-oriented site allowing visitors and customers to quickly determine how, what and where they can ship was achieved.

Where You Fit In
The CN case study is an example of what zu values in a client-business relationship. The process of evaluating needs, providing strategic advice and working together to reach collective goals is what zu does best – regardless of a project’s size. With some of the freshest minds in the game, zu will find innovative ways to take your business to new heights. Combining captivating design with effective online tools will give your organization a fresh, new appeal.

“zu’s dedication, flexibility, creativity, and expertise made our project successful.” -Paul Clarke, CN eBusiness

Avoid big committees
Outside of jury duty, I don’t know where else these are genuinely useful, but they can be devastating to a website project budget. Long meetings combined with a dominant voice with little to say make it difficult for important information to be extracted to form any sort of web strategy.  If committees can’t be avoided, try to select one point of contact that interfaces with the agency, while bringing in committees during the early discovery phase and for major presentations.

Be committed
Understand that this is a team project and you are a part of it. Don’t be surprised if managing the website project is a full time position (or more).

Trust the team you hired
If you find yourself researching solutions or micro-managing the process, it’s probably because you don’t trust the agency or team you’ve hired. Do your due diligence to find a team that you trust in order to avoid second guessing during the project. Understand that your agency should be experienced in this sort of project and they might be suggesting solutions that will help to avoid cost overruns in the future.

Client experience matters
Having someone on your end who understands web development—or has experience on a previous redesign—will keep the project closer to budget. The more you can hit the ground running, the less time is spent on explaining and training. Rarely will an agency budget an exorbitant amount for hand-holding during a project, so these costs (i.e. additional meetings) usually come at the client’s surprise.

Rushed deadlines and last minute updates
Rushing a deadline for any reason will usually result in cost overruns. Whether from premium rates or pulling new people onto the project, you will have to evaluate the marginal benefit of a quick turnaround as opposed to working out a more realistic deadline. Last minute updates should also be avoided as much as possible. Even a seemingly innocuous change can require additional documentation, programming changes, and quality assurance checks that could be avoided if known in advance.

Details, details, details
The more details at the beginning of the project—even in the discovery stage—the better. Though many project details are preconceived before picking a vendor, most agencies will agree that being part of the initial planning stages and assisting with overall strategic planning and visioning results in a stronger end result.

Be an organized client
This is a simple piece of advice, but seems to always happen. From easily overlooked protocols like inconsistent labelling of files and lazy folder structures when submitting content, to arriving late for meetings, disorganization can turn the project into a puzzle.

Focus on doing a few things right
Scope creep is inevitable, so keeping it to a minimum should be your goal. It’s common that once the ball gets rolling, the client suddenly ‘gets it’ and new features are suggested late in the game. Ask yourself, ‘is it a deal breaker if we launch without this feature?’ Understand that there is life after the launch, so don’t be afraid to plan for and release new features later on.

Save up your changes
Good things come in bunches. That holds true for changes. If you can, save up your changes or updates and send them to your agency all at once. Sending a series of changes (and changes to your changes) in a combination of phone calls, meetings and emails results in reduced efficiency, and increases the chance that something could be missed, or that one change will unexpectedly effect another.

Keep the flow
Long breaks between approvals hurt the momentum. When projects restart after dormancy, it takes a while to get everyone back to working as well-oiled as before, which generally leads to things taking longer.  Your agency team may need to reacquaint themselves with the documentation on your project, review old code or design work to get their groove back, or may even be tied up with something else if the delay was unexpectedly long.

Understand what you’re in for
This isn’t so much a tip as a mindset you need to be in when starting a web project. Developing a website is an IT-style project, following much the same workflow process.  And while the IT manager mantra of ‘it’s going to cost four times as much and take four times as long as anticipated’ might not hold true for most web projects, it’s important to understand how quickly the entire process can unravel when the client and agency don’t have a consistent vision, clear strategy, and an understanding of what causes cost overruns.

Firstly, are you looking for a product company or a service agency? There is a difference and it may help to narrow the scope of your decision.

A product company will provide you with an entry level website solution. You can indentify a product company when the organization provides you with a quote without taking the time to understand your business as a whole. For a product company, the focus is usually placed on pre-designed templates and where your logo will be placed. They will not ask for your branding guidelines or about your long term objectives, or provide you with a maintenance schedule. The designer may also be the programmer. It would be like hiring your mechanic to be the interior designer of your home. I’m not saying mechanics can’t do interior design, I’m just saying they are not as specialized if they are a jack of all trades and experts at neither.

A service agency, such as zu, will take the time to understand your business. They will take the time to collaborate with your team, review all aspects of the marketing material, online and offline, and provide you with a phased approach for long term growth. A service agency will have teams of dedicated talent to ensure your story will provide the best results based on your desired outcome. However, they are more likely to cost more and take longer than your uncle’s nephew to build a site.

Secondly, what does your budget look like?

It might also be fair to say you just need an economic solution. You might simply need ‘something’ to get going and that is fine. But remember not to refrain from thinking big as your true focus should be the size of the impact needed to see results. Don’t underestimate the value of your website and what an exceptional user experience can provide to your bottom line. Finally, don’t underestimate how long it can take to roll out a successful project. Anything worthwhile takes time and if you rush the project you will be spending more money by repeating the process sooner than you think.

Thirdly, how is your website enhancing your marketing and communications strategy?

Websites have evolved to be much more than just a logo with business hours – although some companies still forget to add them. Whether it is selling sweaters, attracting investors or competing for tourism, making your website an effective tool for communicating your story should be a number one priority.

I would like to share a story which to this day surprises me. I was having a conversation with an individual who mentioned they had spent $20M on renovations to become a world-class destination in the tourism industry. They proceeded to tell me they allotted $6K to their website. That is a 0.0003% investment online to best reflect the entire renovation project. As many as 80% of their guests will determine if they should visit this world-class destination by viewing their website. If I were the owner of that company, I would want to ensure the renovation was best reflected online to maximize results. I don’t know of any top-notch web companies that could provide a great online solution with a $6K price tag. Yikes, sounds like a missed opportunity to me.

So before you run off to phone ten companies and request proposals, ask yourself what you want from an interactive agency. Take the time to research the companies you are interested in, compare portfolios, the size of staff, how long they have been in business and the differences in services. Compare apples to apples. Those comparisons alone will be key indicators in determining which agency is the right fit for you.

One of my favourite management books, John Heider’s Tao of Leadership, describes the importance of process. Here is a partial reading:

“Do not lose sight of the single principle: how everything works. When this principle is lost and the method of meditating on process fails, the group becomes mired in intellectual discussion of what could have happened, what should have happened, what this technique or that might do. Soon the group will be quarrelsome and depressed…When a person forgets that all creation is a unity, allegiance goes to lesser wholes such as family, the home team, or the company.”

This is a good description of how the client-contractor team will tend to lose unity and become quarrelsome should it lose focus on the process by which sites are created.

This is why the process must be respected.

This was apparent to Lao Tzu in the 5^th century B.C. and still makes sense today.