Breaking Down the Silos


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  • Yes. I quoted myself. You may all deduct 5 klout points. . Let’s concentrate on creating those meaningful, interactive experiences using ALL of the tools we have at our disposal, including social.
  • SalesRevenue growthconversion
  • SalesRevenue growthconversion
  • We do this by focusing on the customer and the experience the customer has WITH us.
  • Functional lines of business within organizations MUST begin to work together more closelyOwnership lines will become more blurry as we move from functional roles, to a more customer centered operating modelGet comfortable with sharing ownership, but be prepared for shifting employee expectations as well.Social doesn’t only impact the consumer – but also the employee base. Engagement is happening internally and externally.
  • Productivity and collaboration are greatly increased.
  • Relationships are the core of success when building out new initiatives.
  • Take ownership, but give away work streams. Built in accountability to ensure follow through. Share funding. Lowers risk for those you’re onboarding, while allowing them to share in the gloryJump in the deep end of the pool WITH them, FOR them
  • Gets everyone on the same pageHelps prevent randomization and ensures all energy is expended moving the organization in the right direction
  • Take ownership, but give away work streams. Built in accountability to ensure follow through. Share funding.
  • A one pager with a documentated, agreed upon and signed-off on plan on a page – to which you can build out implementation roadmaps against and record ownership/.
  • You can’t control how people use social/digital technologies. They will go rogue. Embrace that and build a resource center for org’s to take advantage of helping to ensure when they do go rogue, they do it the right way. Make it easy. Make it flexible. Give them different levels of support based on their willingness and openness to invest. Be prepared with models ranging from do-it-yourself, to full-service. Let them choose from across a spectrum of offerings.
  • If you can make your company walls feel more permeable connecting your employees to one another, your customers to one another and even your employees to your customers, you’ve created a vibrant and energetic communityBring the customer voice into your organization. Facilitate conversations internally.
  • Overview
  • About Me
  • OverviewLack of cohesivenessConnectingyour silosNet Promoter ScoreAdjusting servicemessagingUnderstanding personasGenerating great marketing material
  • What are the PPC silos and what is the goal of each? We first have marketing which creates collateral to attract leads. We then have sales who speaks to prospects. We then have our third silo of the PPC Specialist who works with the client.We were finding at Exclusive that though these silos were communicating with each other, it wasn’t enough. Leads saw messaging in collateral that didn’t jive with what sales was saying. Or prospects were given unrealistic expectations that ultimately the specialist couldn’t deliver on.
  • As you can imagine, when these entities don’t connect there can be chaos.
  • For just a brief rundown of our target market:At Exclusive Concepts, our target market is ecomm retailers. We pride ourselves on growing revenue for these ecomm stores. Our model is “attract, convert and retain.” In an effort to better service our clients within PPC, we began an initiative to really understand our clients.
  • Before any work was conducted, a core principle was put into place – “Connect your silos organically.” What does this mean? In our case, it meant that marketing, sales and PPC specialists all needed to work together every step of the way to create a consistent and integrated workflow.
  • Our first action was to find the Net Promote Score (or NPS*) across all of our services. We asked the core question, “How likely is it that you would recommend Exclusive Concepts to a friend or colleague?” The NPS divides customers into three categories: Promoters, Passives and Detractors. The notion is that clients who give you a score of 9 or 10, Passives, are very satisfied with your service and would recommend you to others. Those who give you a score of 7 or 8 are happy with the service, but would be open to competitive offerings. Finally, the Detractors (who give you a score of 0-6), are unhappy and their needs aren’t being met. We asked our clients this question while also asking additional open ended questions, such as:Why do you value our PPC program?What would you like to see more of?How would you categorize our communication?*
  • The results were very informative. Of all of our services, PPC and Email Marketing had the highest NPSs. In fact, the NPS for PPC was 100%! The three factors that clients valued the most were:Communication – result of prompt and thoughtful responses and being preparedExecution – result of knowledge share and strategy and saving timePerformance – result of focus on revenueTo sum up - Clients were very cognizant with the communication they received while also being extremely happy about our execution and quality of work.
  • Our key findings from the NPS were:We better understood how clients saw our services vs. our perceptionsThe number one value clients like most about our services is that it “saves me time”Clients in the Northeast, Midwest and West gave us the highest NPSClients in the South gave us the lowest NPSKeep in mind that these findings were just for us. Your company might see different results.
  • So how did we use these findings to produce action items? We first created a new brand promise:“Exclusive Concepts is the leader in do-it-for-you e-commerce marketing services. If you want to work with e-commerce marketing specialists you can trust to grow your profits and save you time, Exclusive Concepts is the team for you.”
  • Specifically for the PPC team, we created the following 3 point message map:Continuous performance optimization starting with day one Profit BoosterA program designed to be hassle-free, saving your precious timeA team of certified PPC specialists that will own the growth of your program.
  • Within each of these points we list three additional details for each. For example, in the “Save Time” Daily cost and performance monitoringNew monthly initiatives to drive up customer responseOn-going adoption of new PPC features, betas and rolloutsThis 3 point message map is listed in our PPC brochure.
  • You should also be creating PPC Client Personas! How do you go about creating personas? First, look back at your clients from the past year (both existing and ones that have left). If you have time tracking in place, see how much time you spent with each client and what your revenue was. Bundle these clients into 3 sectors:Clients who have seen great performanceClients who have seen OK performanceClients who have seen poor performanceOnce you’ve created these sectors, add an additional column for “relationship.” Was/is the relationship good, OK or poor? You now have 9 possible combinations of client types.
  • Once you’ve setup these 9 combinations, start writing down the reasons for these specific combos. For example, Client A sees great performance and we have a good relationship because we:Communicate weeklyConsistently present new ideasSet realistic expectationsOr, Client B sees poor performance and we have a poor relationship because of:Unrealistic expectations (results based upon budget)Neediness (too much communication is occurring)Unwillingness to listen to recommendationsAs you write down your reasons, see what themes continue to pop up with each combination.
  • Once you’ve gone through this exercise, you should have a pretty good idea of what factors lead to positive performance and experiences and which ones do not. Use your findings to create client personas. For example, Emily Entrepreneur is an ideal fit because:She is in our target market of ecomm retailersShe doesn’t have the time to focus on PPCShe has realistic expectations
  • I would also say don’t be afraid to scare people away. In other words, put what your minimum budget is in your collateral. Tell customers the platforms you don’t work with. I compare this strategy to PLAs. Since PLAs include the price and image you qualify the shopper right away. If he doesn’t want to pay $50 he won’t click your ad. Use the same strategy with your collateral and your sales team. Let your marketing and sales prequalify visitors before even talking to a human. In the end, it will save everyone’s time.
  • Case studies should give clients a good idea of what types of clients you work with. Are you going after ecomm, B2B, B2C, etc? Within all of our case studies (right away), we share the client’s:IndustryPlatformAnnual revenueMy previous boss used to call brochures and case studies “pitch pieces.” In other words, these are the documents that make it to the decision maker’s desk, but aren’t necessarily read through all the way. Just like a resume, make sure to include your key points at the beginning!
  • With these personas, your sales team can ask questions/better speak to our process in order to determine if potential clients will be fits or not. Questions can include:Do you have a sense of your product margins?What is your average order value?Why might your customers choose your competitors over you?How adept will you be to our recommendations?If possible, a PPC specialist should attend sales calls to ask some more technical questions and get a better sense of the potential client.
  • Whenever you run webinars or put out blog posts, make sure you are consistently reinforcing your message. For example, we’re consistently running Google Shopping webinars. We explain how PLAs work and what the benefits are, but educate clients about how our service (going back to three point strategy):Drives performanceSaves timeA team you can trust
  • Conclusion
  • Contact Info
  • Breaking Down the Silos

    1. 1. Breaking Downthe Silos!#searchchurch
    2. 2.
    3. 3. connecting the dotsbuilding a socialenterprise by focusingon employee andcustomer engagement
    4. 4. “Social media isn‟t where we start or stop.Social media is a tool.…a tool to facilitate conversations internallywithin our employee base, and externallywithin our customer base.The potential is grand, but dependent on ourability to execute and optimize for experience.But really…that‟s it.”- me
    5. 5. purpose.purpose
    6. 6. shared purpose
    7. 7. customerexperience, behavior, andexpectations, arechanging
    8. 8. In god we trust, all others bringdata.62% of consumershave usedsocial mediafor supportresolution97% ofconsumers goonline forproductresearchanddecisions65% ofmillennials sayvirtualdiscussions andcontent guidetheir decisionmaking47% of theworkforce in2015 willconsist ofmillennials60% will usetopical forumsand discussiongroups toinform purchasedecisionsI can say that at #searchchurch right?
    9. 9. change is the onlyconstant.
    10. 10. don‟t forget about your internalcustomers
    11. 11. duplicate communicationEmployees waste 39 minutes each dayreading duplicate emails and onunnecessary phone callsfind existing key dataEmployees know the dataexists, but where? They spendup to 67 minutes findingexisting, key informationinternal impact in shifting expectationsscheduling meetingsMeetings take time and so doesorganizing them. People spend 33minutes a day figuring outschedulestrying to find the right personEmployees struggle to know who has answersand can spend 74 minutes a day spenttrying to contact somebodyunwanted communicationEmployees spend 29 minutes oftheir day on communications theydo not want.lack of transparencyFew employees understand thestrategic direction of thebusiness (36%)lack of appreciation andfeedbackDo not feel appreciated (39%)or get enough feedback (65%)at work (39%)lack of leadershipengagementEmployees aren’t engaged whenthey feel ignored by theirmanagers (98%)misaligned org priorities andindividual goalsFew say their employee goals are ‘veryaligned to business priorities (15%)globalization & geography43% of information workers work from multiplelocations over the course of a month. 42% workoutside the corp firewallworkforcepain pointsproductivity engagement
    12. 12. He didn’t actually saythis, but I bet he’d agree.“Building engagementinto theexperience, internallyand externally, is criticalto the evolution ofbusiness. And it iseveryone‟s job.”– A. Einstein
    13. 13. how?
    14. 14. work differentlyworkdifferently
    15. 15. Your OrganizationHR /L&DProduct CS IT Legal Mktg/PR• Training• Hiring• Discipline• Compliance• Governance• Talentmanagement• ProductDevelopment• Testing• Collectingfeedback• Lifecyclemanagement• Phone• Web• Email• Chat• Collectingfeedback• Content• Manage CSAT• Systems• Telephone• DataSecurity• Datamanagement• Knowledgemanagement• Compliance• Education• Litigation• Crisiscomm’s• Contracts &IP• Investorrelations• Messaging• Campaigns• Engagement• Press• Advertising• Agencyrelations
    16. 16. your organization on an integrated engagement planHR /L&DProduct CS IT Legal Mktg/PR• Discipline• Compliance• Governance• ProductDevelopment• Testing• Lifecyclemanagementcross functional engagement layer• Phone• Manage CSAT• Systems• DataSecurity• Datamanagement• Litigation• Contracts &IP• Messaging• Campaigns• Advertising• Collaboration• Knowledge Management• Customer first approach• Experience drivencontent strategy• Customer Voice/Feedback• Training & Development• Talent Management• Omni-channel support• Always-on customerconversation• Integrated messaging andcommunications• Press/Investor relations
    17. 17. Engagement-driven marketingValue-addproducts/services, supported by campaigns andconsistent socialinteraction, yieldsustainedrelationships, helping toinspire loyalty andadvocacy.from campaign to always-onTraditional marketingCyclical campaigns andpress announcements yieldtransactionalrelationships.Year 1 Year 2 Year 3 Year 1 Year 2 Year 3interestcampaign sizeplatformaudienceinterestcampaign size
    18. 18. real humansh*t
    19. 19. make friends
    20. 20. sharing is caring
    21. 21. alignment
    22. 22. ogst
    23. 23. scale Mt.Everestsummitby sept.2013example exampleimproveenduranceraise moneygatherequipmentidentifysponsorjoinclimbing gymresearchgear needsogst in practiceobjectivesgoalsstrategiestactics
    24. 24. empower
    25. 25. build a resource center
    26. 26. Ultimately there are[always] three things…1)Harness the customer voice andintegrate it into every thing yourcompany does2)Facilitate conversationsinternally to increaseproductivity, strengthen theknowledge base and boost engagementamongst employees3)Strengthen your digital musclesultimately enabling conversationand participation with yourcustomers
    27. 27. thank you!@kristyKristy BolsingerSenior Associate,
    28. 28. Google Confidential and Proprietary 29Google Confidential and Proprietary 29The Evolution of the ConsumerDigital Path to PurchaseMay 16, 2013Chris Morgan, Head of Agency
    29. 29. Google Confidential and Proprietary 30Google Confidential and Proprietary 30Stimulus Second Momentof TruthFirst Moment ofTruthTraditional Model of Marketing
    30. 30. Google Confidential and Proprietary 31Google Confidential and Proprietary 31You‟d build a great product31
    31. 31. Google Confidential and Proprietary 32Google Confidential and Proprietary 32You‟d tell consumers about it32
    32. 32. Google Confidential and Proprietary 33Google Confidential and Proprietary 33You‟d try to win at the point of decision33
    33. 33. Google Confidential and Proprietary 34Google Confidential and Proprietary 34You‟d hope the product is a hit at home
    34. 34. Google Confidential and Proprietary 35Google Confidential and Proprietary 35The path to purchase is now more complicated
    35. 35. Google Confidential and Proprietary 36Google Confidential and Proprietary 36
    36. 36. Google Confidential and Proprietary 37Google Confidential and Proprietary 37600M daily viewson YouTube viaMobile10B+ downloadsfrom the AndroidMarket950K Android +iPhone devicesactivated daily$4.5M in donationsfor Japan made viatext messageeBay sold $2B viaMobile in 2010125 Years ofAngry Birds playedevery day
    37. 37. Google Confidential and Proprietary 38Google Confidential and Proprietary 38Digital has changed the path to purchaseFirstMoment ofTruthSecondMoment ofTruthStimulus ZMOT
    38. 38. Google Confidential and Proprietary 39Google Confidential and Proprietary 39FirstMoment ofTruthSecondMoment ofTruthStimulus ZMOTBreaking down the traditional media silo
    39. 39. Google Confidential and Proprietary 40Google Confidential and Proprietary 40Back in the Day…35% ofAmericanhouseholds weretuned into the top-rated show
    40. 40. Google Confidential and Proprietary 41Google Confidential and Proprietary 4150% of TVviewership is on networksthat each have <1% shareAnd Now…
    41. 41. Google Confidential and Proprietary 42Google Confidential and Proprietary 421950 – 1980sTV1980s – 2002Cable TVa few broadcastersmass appeal contentappointment viewinghundreds of channelsmore targeted contentreach niche audiences2002 -Digital VideoMICROCASTINGunlimited channelsultra-targeted contenton-demand viewing…TV has become more complicated and moreexpensive to buy
    42. 42. Google Confidential and Proprietary 43Google Confidential and Proprietary 43Video has exploded into the primetime space20102012
    43. 43. Google Confidential and Proprietary 44Google Confidential and Proprietary 44Television reach+2 million consumers without increasing total budgetsShifting 5-15% of TV spend online increases unique reach3-5% incremental reach tolightest TV viewers40-70% of incremental reachcomes from post-grad educatedand 18-49 users, with householdincome of 200K+On average 1/3 who saw ad onYouTube had not seencorresponding TV campaignTV and online video work well together
    44. 44. Google Confidential and Proprietary 45Google Confidential and Proprietary 45Breaking down the silos between devicesFirstMoment ofTruthSecondMoment ofTruthStimulus ZMOT
    45. 45. Google Confidential and Proprietary 46Google Confidential and Proprietary 46
    46. 46. Google Confidential and Proprietary 47Google Confidential and Proprietary 47What was the #1 search term in 2003?Britney Spears
    47. 47. Google Confidential and Proprietary 48Google Confidential and Proprietary 48Coupon searches eclipse „Popular Culture‟
    48. 48. Google Confidential and Proprietary 49Google Confidential and Proprietary 49Since the recession began,54% of consumers arespending more timeresearching productsonline before theybuy them in a store.And 83% are relyingon trusted placeslike user ratings orproduct review sites.Consumers have become more discerning
    49. 49. Google Confidential and Proprietary 50Google Confidential and Proprietary 50Explosion of mobile devices50
    50. 50. Google Confidential and Proprietary 51Google Confidential and Proprietary 5148%of all smartphone ownersuse mobile internet while eating20%of all smartphone ownersuse mobile internet while driving13%of all smartphone owners use mobile internetwhile having a meaningful conversation39%of all smartphone ownersuse mobile internet in the bathroomMobile is part of our daily lives
    51. 51. Google Confidential and Proprietary 52Google Confidential and Proprietary 52Continue ona PC/Laptop61%Continue ona Tablet4%Continue ona Tablet5%Continue ona PC/Laptop10%65%Start on aSmartphone11%Start on aTablet25%Start on aPC/LaptopContinue ona Smartphone19%Multi-path to purchase is now the norm
    52. 52. Google Confidential and Proprietary 53Google Confidential and Proprietary 5363%Search again onthe second deviceDirectlynavigating to thedestination siteVia email /sendinga link to myself61% 51% 43%52% 58% 48% 43%49% 45% 31% 30%Consumer rely on search to move between devices
    53. 53. Google Confidential and Proprietary 54Google Confidential and Proprietary 54Mobile complements desktopDesktop MobileWeek 1 Week 2 Week 3 Week 4 Week 5Sat/Sun Sat/Sun Sat/Sun Sat/Sun Sat/Sun
    54. 54. Google Confidential and Proprietary 55Google Confidential and Proprietary 5581% 72% 67% 63% 46% 43% 43%Browsingthe internetSocialNetworkingShoppingOnlineSearchingfor infoManagingFinancesPlanninga TripWatching anOnline VideoTop activities performed when sequentiallyscreening between devices
    55. 55. Google Confidential and Proprietary 56Google Confidential and Proprietary 5680% of customers abandon a mobile site if theyhave a bad user experience2Is your business ready for mobile?
    56. 56. Google Confidential and Proprietary 57Google Confidential and Proprietary 57Media time spent vs. ad spend• % of Time Spent in Media vs. % of Advertising Spending, USA 20107%15%43%26%10%25%11%42%22%1.0%0%10%20%30%40%50%Print Radio TV Internet Mobile%ofTotalMediaConsumptionTimeorAdvertisingSpendingTime Spent Ad Spend~$20BOpportunityin USA
    57. 57. Google Confidential and Proprietary 58Google Confidential and Proprietary 58Thank You!
    58. 58. Redefining Paid Search atExclusive ConceptsMatthew UmbroDirector of Paid Search at ExclusiveConcepts & Founder of PPC
    59. 59. About Me• Proud member of the PPCindustry since 2007• Director of Paid Search atExclusive Concepts• Founded PPC Chat toconnect industry professionalsacross the world• I’m getting married thisOctober!@Matt_Umbro#PPCchat
    60. 60. Overview & Objectives• Lack of cohesiveness• Connecting your silos• Net Promoter Score• Adjusting service messaging• Understanding personas• Generating greatmarketing material@Matt_Umbro#PPCchat
    61. 61. Marketing LeadsSales ProspectsPPC Specialists ClientsPPC Silos@Matt_Umbro#PPCchat
    62. 62. PPC Silos@Matt_Umbro#PPCchat
    63. 63. @Matt_Umbro#PPCchatAttract, Convert and Retain
    64. 64. Working Together“Connect your silos organically”@Matt_Umbro#PPCchat
    65. 65. Net Promoter Score*Image courtesy of
    66. 66. What Clients Valued@Matt_Umbro#PPCchatCommunication ExecutionPerformance
    67. 67. Key Findings• We better understood how clients saw ourservices vs. our perceptions• The number one value clients like mostabout our services is that it “saves metime”• Clients in the Northeast, Midwest and Westgave us the highest NPS• Clients in the South gave us the lowest NPS@Matt_Umbro#PPCchat
    68. 68. Brand Promise“Exclusive Concepts is the leader in do-it-for-you e-commerce marketing services.If you want to work with e-commercemarketing specialists you can trust togrow your profits and save youtime, Exclusive Concepts is the team foryou.”@Matt_Umbro#PPCchat
    69. 69. Message Map• Continuous performance optimizationstarting with day one Profit Booster@Matt_Umbro#PPCchat• A program designed to be hassle-free, saving your precious time• A team of certified PPC specialists that willown the growth of your program
    70. 70. In The Details• Daily cost andperformance monitoring• New monthly initiatives todrive up customerresponse• On-going adoption ofnew PPC features, betasand rollouts@Matt_Umbro#PPCchat
    71. 71. Client Personas@Matt_Umbro#PPCchat
    72. 72. Personas Grid@Matt_Umbro#PPCchat
    73. 73. Creating Personas@Matt_Umbro#PPCchatEmily EntrepreneurLarry LearnerStevie Stay Away
    74. 74. Target Audience@Matt_Umbro#PPCchat
    75. 75. Marketing@Matt_Umbro#PPCchat
    76. 76. Smarter Questions@Matt_Umbro#PPCchat• Do you have a sense of your productmargins?• What is your average order value?• Why might your customers choose yourcompetitors over you?• How adept will you be to ourrecommendations?
    77. 77. Consistent Messaging@Matt_Umbro#PPCchat
    78. 78. Conclusions@Matt_Umbro#PPCchat• Connect marketing, sales and PPC organically• Survey your clients to determine your NetPromoter Score• Research and determine client personas• Utilize your NPS findings and client personas tocreate relevant marketing and sales messaging• Sell to your target audience!
    79. 79. Thank You!
    80. 80. Building an IntegratedMarketing Solution with SEOSTEPHANIE CHANG
    81. 81. STEPHANIE CHANGConsultant/Team Lead,
    82. 82. Understand a Company‟sKey Business Values
    83. 83. Example: Maintaining Brand ImageA brand is a person‟s feelings about thecompany/product/service
    84. 84. Likewise Being Off BrandCan feel like a company is breaking theirpromise, which results in decreased trust
    85. 85. Especially for larger, moreestablished companiesSEOs must absolutely understand brandconsiderationsImage Credit: Portent
    86. 86. Otherwise they riskthe relationship they have with the company = nochanges made and no value created
    87. 87. This includes everything fromKeyword Research
    88. 88. to Content Creation(especially when creating on-page content or contentfor PR)
    89. 89. to Content DesignExample: a modern, fashion-forward company mightnot want to promote fun/cute-looking content
    90. 90. Because that‟s not the company‟skey target audience
    91. 91. It‟s Your Job as a SEO to ensurethat you have a full understanding of all brandconsiderations before you start anything
    92. 92. Ask these type of questionsto ensure you have full understanding of acompany‟s brand considerationsWhat is the mission/vision of the organization?What are your company-wide initiatives for the year (includingdevelopment, redesigns, etc…)?Can we gain access to your company‟s brand guide and style guide?Who approves the posting of new content to the blog?Who approves the creation of new page types?
    93. 93. Doing so builds trust, whilecreating opportunities to move up the organizationalchain and get buy in for bigger projects
    94. 94. Case Study 1:Fashion Brand
    95. 95. Company came to us for a veryshort-term, defined projectwith tight deadlines & relatively limited access toteams
    96. 96. Their brand was their number 1priorityThey were willing to risk organic search trafficnumbers in order to fulfill brand considerations
    97. 97. All recommendations for thiscompanywere extremely tailored (like keyword research) andnot based on what‟s best for only SEO
    98. 98. Although SEO quick wins were notachieved as a result,ultimately the client‟s trust was earned. Your goal isto meet and exceed expectations.
    99. 99. And we became the company‟s go-to SEO companyWhile also gaining access to additional teams andnegotiations for larger projects, such as
    100. 100. Helping the company develop abrand new sitethat would integrate several teams(PR, social, content, retail) to provide a consistentonline UXStake Holders
    101. 101. Understand a Company‟sNeeds
    102. 102. Ask questions until you have a clearunderstanding of the company‟sBusiness Goal•Increase SalesBusiness Strategy•Target mommybloggers looking for abargainMarketing/Communication Goal•Create awarenessamong mommybloggersKPIs (long-term/short-term goals, metrics, softbenefits) and internal governance processes
    103. 103. When you do, outline a strategy thatdirectly addresses the company‟s key needs andexisting processes
    104. 104. Always recommend the rightstrategyregardless of how difficult the solution may beEven if it feels likeyou aren’t gettinganywhere keepedging your wayin the rightdirection
    105. 105. With a clear risk/reward assessmentthat will make it easy for the company to say “Yes”
    106. 106. Case Study 2:Job Search Site
    107. 107. The Problem: Legacy SiteThe company‟s site structure/UX had not changed inover 10 years
    108. 108. Technical issuesDuplicate content across multiple URLs, poor UX tousers who land on expired job listings, etc…
    109. 109. Proposed StrategyRedesign of site to ensure that only 1 URL existed foreach job search facet combinationPriority:Create a single URL using eachparameter as a unique identifierThis means parameters with thesame combinations need toappear in the same order eachtime
    110. 110. The ResultCompany has agreed to dedicate 6 months of development resourcesto improve URL structure with full integration from marketingteams, analytics teams, product managers, and access to Directors
    111. 111. Selling Your Ideas Into theCompany
    112. 112. Once you have the initial buy in foryour strategy,provide the company with data that they didn‟talready have to meet their goals
    113. 113. This can be in the form of marketresearch or gap analysiswhich will make subsequent marketingimplementations more efficient and accurate
    114. 114. Case Study 3:B2B Company
    115. 115. The ProblemConsistent leads from organic traffic, but no long-term strategy for sustained and improved growth
    116. 116. Stephanie Chang@stephpchangAdria Saracino, Head of Outreach at Distilled“In the future, contentmarketing will become morestrategic.We‟ll start front-loading theplanning with extensivecustomer research to makeinformed decisions and notmaking content as marketersand calling it „contentmarketing‟.”
    117. 117. The StrategyUsed market information, customer research, andexisting assets to develop a content strategy
    118. 118. Customer Surveys and InterviewsResults: 917 responses or approximately 50% ofcustomer email list
    119. 119. Content Funnel + MetricsAssess existing assets using qualitative +quantitative metricsAwarenessTriggerSearchConsiderationBuyStayConsumptionMetricsShare MetricsLead GenerationMetricsSales Metrics
    120. 120. FindingsContent was disorganized and duplicated with too muchemphasis on sales and retention. Few pages resulted inconversions.
    121. 121. Output: On-going content plan + creation ofan internal governance process for all on-page contentWork gained the attention and subsequent collaboration of theSenior Marketing Director, Product, Customer Experience, SocialMedia, and PR Teams“CreateRelevant, Purposeful Content.”
    122. 122. Thanks.Any questions?STEPHANIE
    123. 123. Panel Q&A
    124. 124. Save the Date! Our next SEER conferencesare in August and November, stay tunedfor more information!Stick around for our postevent gathering at NorthBowl!