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Redefining Business Models  in a Post-Penguin World           Greg Boser            President        BlueGlass Interactive...
About BlueGlassBlueGlass is a full service digitalmarketing agency. BlueGlass wasformed with the goal of providinghigh qua...
About MeSpent 14 years in a consultant/smallboutique agency environmentprimarily focused on organic SEO
About MeJoined BlueGlass as SVP of SearchServices by way of an acquisition inOctober of 2010.
About MeMarch of 2011 took on the role ofPresident of Products &Services, and focused on the task ofintegrating the Mash up.
About MeDropped the “Products & Services” partin January 2012 so I could:A)   Fit my title in the PubCon speaker registrat...
Google Goes Completely Insane            Google Launches Caffeine            in June of 2010
Google Goes Completely Insane        Size of index explodes
Google Goes Completely Insane             New automated filtering             can’t keep up
Google Goes Completely InsaneOnslaught of “poor quality”articles floods the web
Google Goes Completely Insane         October of 2010 Google rolls out         an excessive localization tweak
Google Goes Completely Insane   February 2011 Google retreats to  “iterative filtering” to control all of  the spam gettin...
Google Goes Completely Insane    Follows up a year later with a little    “Behavioral Correction” filtering.    (Penguin)
Google Goes Completely Insane                Everyone’s skeletons                are exposed.
Our GoalBuild a fully integrated and scalable data-driven, digital marketing agency thatfocuses on developing and executin...
Issue #1Siloed Internal StructureTrying to build integrated marketing strategies from avertical silo structure doesnt work.
Siloed Internal StructureTrying to build integratedmarketing strategies from avertical silo structure doesnt work.
Ditched channel-specific silos in favorof a structure basedclient lifecycleworkflow. (one teamworks on allcomponents)
Ditched channel-specific budgeting (nointernal fighting over budgets).
Implemented a greater level oftop-down transparency (entireteam knows more about theengagement much earlier inthe process)
Implemented open ideation(If the janitor has a goodidea, I want to hear it)
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Better ability to address allmarketing goals
Higher level of agility
Better ideas
Happier employees
Product Ambiguity(Consultancy Vs. Vendor Services)Pick one or the other.Trying to offer both really doesn’t work.
Killed One-off Production-only and 3rdParty Vendor ServicesWe don’t sell articles andinfographics; we sell contentmarketin...
Killed One-off Production-only and 3rdParty Vendor ServicesWe’re not a vendor; we’re astrategic transparent partner
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Relieved overloadedproduction department
Made contentproduction profitable!
Antiquated Pricing ModelsContent-driven strategies aremore complex, and the marginsassociated with the variouspieces invol...
Antiquated Pricing ModelsGrouped all services basedon the project lifecyclemodel
Antiquated Pricing ModelsTracked the true costs ofeach group
Antiquated Pricing ModelsMade value-basedadjustments to bundledpricing distribution
Antiquated Pricing ModelsIntroduced performance-based pricing andguarantees for promotionservices
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Antiquated Pricing ModelsReduced redundancy
Antiquated Pricing ModelsIdentified unprofitableservices
Antiquated Pricing ModelsImproved client perception
Antiquated Pricing ModelsIncreased margins
Antiquated Pricing ModelsIncreased client adoption
Antiquated Pricing ModelsCreated a pro-experiment/failure-is-okenvironment
Poor Client SelectionContent-driven strategies area lot more work. Not everycompany that wants to hireyou is a good fit.
Poor Client SelectionAt the end of the day, youneed wins!
Poor Client SelectionImplemented a “High ProbabilitySelling” sales model
Poor Client SelectionRejected the traditional RFP model
Poor Client SelectionFocused on “changing theconversation”
Poor Client SelectionLearned to say no to abusive“dangling carrot” clients
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Poor Client SelectionDramatic improvements in:Landing “great fit” clients
Poor Client SelectionDramatic improvements in:“Time to Trust”
Poor Client SelectionDramatic improvements in:Average engagement length
Poor Client SelectionDramatic improvements in:Overall profitability
Issue #5Outdated Contract StructuresLegacy contracts completely lacked the type oflanguage necessary to deal with the uniq...
Outdated Contract StructuresLegacy contracts completely lackedthe type of language necessary todeal with the unique issues...
Changes We MadeOutdated Contract Structures• Implemented SLA’s with guarantees• Added client obligations/responsibilities•...
Outdated Contract StructuresImplemented SLA’s with guarantees
Outdated Contract StructuresAdded client obligations/responsibilities
Outdated Contract StructuresImplemented subscription model pricingfor production services
Outdated Contract StructuresAdded simple budget reallocation tools
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Outdated Contract StructuresDramatically improved clientresponse time
Outdated Contract StructuresGreater ability to forecast andbudget for labor
Outdated Contract StructuresMuch happier clients throughthe production phase
Outdated Contract StructuresOverall reduction in overrunengagements
Outdated Contract StructuresMuch better ability to pivot
Issue #6Content Quality ConsistencyRelying solely on outside vendors for contentproduction can work really well at the bou...
Content Quality ConsistencyRelying solely on outsidevendors for contentproduction can work reallywell at the boutique leve...
Content Quality ConsistencyAcquired Voltier Digital
Content Quality ConsistencyBrought writers in-house
Content Quality ConsistencyAggressively hired new writers
Content Quality ConsistencyApplied subscription modelto vendors
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Content Quality Consistency• Dramatic improvement in consistency• Huge reduction in revision work• Greater ability to scale
Issue #7Lack of Process DocumentationBeing really good at what you do doesn’t mean youare prepared to teach others to be g...
Lack of Process DocumentationBeing really good at what you dodoesn’t mean you are prepared toteach others to be good too.
Lack of Process DocumentationIf you plan on growing in thefuture, take the time to analyze anddocument what you do and how...
Lack of Process DocumentationAdded a dedicated person tooversee the process developmentand documentation process.
IssueLack of HR IdentityThe day-to-day environment of a larger organizationis quite a bit different than that of a boutiqu...
Lack of HR IdentityThe day-to-day environment of alarger organization is quite a bitdifferent than that of a boutiqueconsu...
Lack of HR IdentityBeing great at what you do doesn’tnecessarily translate into a situationthat’s a fit.
Lack of HR IdentityTook the time to identify those in theorganization who had the right personality traits
Lack of HR IdentityFound them positions that best matchedtheir skill sets
Lack of HR IdentityEmpowered them to go find and hire themselves
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Lack of HR IdentityA super awesome, dedicatedstaff that kicks ass!
IssuePracticing What We PreachThe cobbler’s children often have no shoes.
Practicing What We PreachThe cobbler’s children oftenhave no shoes.
Practicing What We PreachBuilt a dedicated internalmarketing team
Practicing What We PreachMade the commitment to growour company only using themethodologies we preach
Practicing What We PreachUse ourselves to R&D newproducts and workflows
Benefits•   Better ability to address all marketing goals•   Higher level of agility•   Greater level of top-down transpar...
Practicing What We PreachWe’ve seen massive increases in:Overall brand awareness
Practicing What We PreachWe’ve seen massive increases in:Size of our own audience
Practicing What We PreachWe’ve seen massive increases in:Flow of quality leads
Practicing What We PreachWe’ve seen massive increases in:Actual new business
Change and Chaos is Good
Complacency is the kiss of death
Never stop innovating and iterating
Greg Boser      President BlueGlass Interactivehttp://www.blueglass.com     @GregBoser
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
Redefining Business Models in a Post-Penguin World
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Redefining Business Models in a Post-Penguin World

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Following the Penguin update, there has been a real shift in the digital marketing industry towards strategies and tactics that are more defensible in the long-term.

This presentation uncovers the ways that BlueGlass has responded to this changing market and how we've developed a business model that will help our clients not only to drive results in the short term, but to build an online foundation that can weather algorithmic changes into the future.

We discuss the challenges we've faced in making a transition towards this much more powerful model, and give tips for agencies looking to make a similar change.

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  • Pat – lets get a pic of charlie to the right of this, like greg’s pic is the the right in the next slide.
  • Transcript of "Redefining Business Models in a Post-Penguin World"

    1. 1. Redefining Business Models in a Post-Penguin World Greg Boser President BlueGlass Interactive http://www.blueglass.com @GregBoser
    2. 2. About BlueGlassBlueGlass is a full service digitalmarketing agency. BlueGlass wasformed with the goal of providinghigh quality services that deliverreal, clear, results.
    3. 3. About MeSpent 14 years in a consultant/smallboutique agency environmentprimarily focused on organic SEO
    4. 4. About MeJoined BlueGlass as SVP of SearchServices by way of an acquisition inOctober of 2010.
    5. 5. About MeMarch of 2011 took on the role ofPresident of Products &Services, and focused on the task ofintegrating the Mash up.
    6. 6. About MeDropped the “Products & Services” partin January 2012 so I could:A) Fit my title in the PubCon speaker registration form. (Brett still believes in character limits)B) Spend more time working on the Biz Dev side of things with our VP of Excitement, Loren Baker.
    7. 7. Google Goes Completely Insane Google Launches Caffeine in June of 2010
    8. 8. Google Goes Completely Insane Size of index explodes
    9. 9. Google Goes Completely Insane New automated filtering can’t keep up
    10. 10. Google Goes Completely InsaneOnslaught of “poor quality”articles floods the web
    11. 11. Google Goes Completely Insane October of 2010 Google rolls out an excessive localization tweak
    12. 12. Google Goes Completely Insane February 2011 Google retreats to “iterative filtering” to control all of the spam getting through (Panda)
    13. 13. Google Goes Completely Insane Follows up a year later with a little “Behavioral Correction” filtering. (Penguin)
    14. 14. Google Goes Completely Insane Everyone’s skeletons are exposed.
    15. 15. Our GoalBuild a fully integrated and scalable data-driven, digital marketing agency thatfocuses on developing and executingcontent-based marketing strategies.
    16. 16. Issue #1Siloed Internal StructureTrying to build integrated marketing strategies from avertical silo structure doesnt work.
    17. 17. Siloed Internal StructureTrying to build integratedmarketing strategies from avertical silo structure doesnt work.
    18. 18. Ditched channel-specific silos in favorof a structure basedclient lifecycleworkflow. (one teamworks on allcomponents)
    19. 19. Ditched channel-specific budgeting (nointernal fighting over budgets).
    20. 20. Implemented a greater level oftop-down transparency (entireteam knows more about theengagement much earlier inthe process)
    21. 21. Implemented open ideation(If the janitor has a goodidea, I want to hear it)
    22. 22. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    23. 23. Better ability to address allmarketing goals
    24. 24. Higher level of agility
    25. 25. Better ideas
    26. 26. Happier employees
    27. 27. Product Ambiguity(Consultancy Vs. Vendor Services)Pick one or the other.Trying to offer both really doesn’t work.
    28. 28. Killed One-off Production-only and 3rdParty Vendor ServicesWe don’t sell articles andinfographics; we sell contentmarketing strategy
    29. 29. Killed One-off Production-only and 3rdParty Vendor ServicesWe’re not a vendor; we’re astrategic transparent partner
    30. 30. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    31. 31. Relieved overloadedproduction department
    32. 32. Made contentproduction profitable!
    33. 33. Antiquated Pricing ModelsContent-driven strategies aremore complex, and the marginsassociated with the variouspieces involved can be quitedifferent.
    34. 34. Antiquated Pricing ModelsGrouped all services basedon the project lifecyclemodel
    35. 35. Antiquated Pricing ModelsTracked the true costs ofeach group
    36. 36. Antiquated Pricing ModelsMade value-basedadjustments to bundledpricing distribution
    37. 37. Antiquated Pricing ModelsIntroduced performance-based pricing andguarantees for promotionservices
    38. 38. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    39. 39. Antiquated Pricing ModelsReduced redundancy
    40. 40. Antiquated Pricing ModelsIdentified unprofitableservices
    41. 41. Antiquated Pricing ModelsImproved client perception
    42. 42. Antiquated Pricing ModelsIncreased margins
    43. 43. Antiquated Pricing ModelsIncreased client adoption
    44. 44. Antiquated Pricing ModelsCreated a pro-experiment/failure-is-okenvironment
    45. 45. Poor Client SelectionContent-driven strategies area lot more work. Not everycompany that wants to hireyou is a good fit.
    46. 46. Poor Client SelectionAt the end of the day, youneed wins!
    47. 47. Poor Client SelectionImplemented a “High ProbabilitySelling” sales model
    48. 48. Poor Client SelectionRejected the traditional RFP model
    49. 49. Poor Client SelectionFocused on “changing theconversation”
    50. 50. Poor Client SelectionLearned to say no to abusive“dangling carrot” clients
    51. 51. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    52. 52. Poor Client SelectionDramatic improvements in:Landing “great fit” clients
    53. 53. Poor Client SelectionDramatic improvements in:“Time to Trust”
    54. 54. Poor Client SelectionDramatic improvements in:Average engagement length
    55. 55. Poor Client SelectionDramatic improvements in:Overall profitability
    56. 56. Issue #5Outdated Contract StructuresLegacy contracts completely lacked the type oflanguage necessary to deal with the unique issuesrelated to content marketing.
    57. 57. Outdated Contract StructuresLegacy contracts completely lackedthe type of language necessary todeal with the unique issues relatedto content marketing.
    58. 58. Changes We MadeOutdated Contract Structures• Implemented SLA’s with guarantees• Added client obligations/responsibilities• Implemented subscription model pricing for production services• Added simple budget reallocation tools
    59. 59. Outdated Contract StructuresImplemented SLA’s with guarantees
    60. 60. Outdated Contract StructuresAdded client obligations/responsibilities
    61. 61. Outdated Contract StructuresImplemented subscription model pricingfor production services
    62. 62. Outdated Contract StructuresAdded simple budget reallocation tools
    63. 63. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    64. 64. Outdated Contract StructuresDramatically improved clientresponse time
    65. 65. Outdated Contract StructuresGreater ability to forecast andbudget for labor
    66. 66. Outdated Contract StructuresMuch happier clients throughthe production phase
    67. 67. Outdated Contract StructuresOverall reduction in overrunengagements
    68. 68. Outdated Contract StructuresMuch better ability to pivot
    69. 69. Issue #6Content Quality ConsistencyRelying solely on outside vendors for contentproduction can work really well at the boutique level.But it doesn’t always scale well.
    70. 70. Content Quality ConsistencyRelying solely on outsidevendors for contentproduction can work reallywell at the boutique level.But it doesn’t always scalewell.
    71. 71. Content Quality ConsistencyAcquired Voltier Digital
    72. 72. Content Quality ConsistencyBrought writers in-house
    73. 73. Content Quality ConsistencyAggressively hired new writers
    74. 74. Content Quality ConsistencyApplied subscription modelto vendors
    75. 75. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    76. 76. Content Quality Consistency• Dramatic improvement in consistency• Huge reduction in revision work• Greater ability to scale
    77. 77. Issue #7Lack of Process DocumentationBeing really good at what you do doesn’t mean youare prepared to teach others to be good too.If you plan on growing in the future, take the time toanalyze and document what you do and how you doit!
    78. 78. Lack of Process DocumentationBeing really good at what you dodoesn’t mean you are prepared toteach others to be good too.
    79. 79. Lack of Process DocumentationIf you plan on growing in thefuture, take the time to analyze anddocument what you do and how youdo it!
    80. 80. Lack of Process DocumentationAdded a dedicated person tooversee the process developmentand documentation process.
    81. 81. IssueLack of HR IdentityThe day-to-day environment of a larger organizationis quite a bit different than that of a boutiqueconsultancy.Being great at what you do doesn’t necessarilytranslate into a situation that’s a fit.
    82. 82. Lack of HR IdentityThe day-to-day environment of alarger organization is quite a bitdifferent than that of a boutiqueconsultancy.
    83. 83. Lack of HR IdentityBeing great at what you do doesn’tnecessarily translate into a situationthat’s a fit.
    84. 84. Lack of HR IdentityTook the time to identify those in theorganization who had the right personality traits
    85. 85. Lack of HR IdentityFound them positions that best matchedtheir skill sets
    86. 86. Lack of HR IdentityEmpowered them to go find and hire themselves
    87. 87. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    88. 88. Lack of HR IdentityA super awesome, dedicatedstaff that kicks ass!
    89. 89. IssuePracticing What We PreachThe cobbler’s children often have no shoes.
    90. 90. Practicing What We PreachThe cobbler’s children oftenhave no shoes.
    91. 91. Practicing What We PreachBuilt a dedicated internalmarketing team
    92. 92. Practicing What We PreachMade the commitment to growour company only using themethodologies we preach
    93. 93. Practicing What We PreachUse ourselves to R&D newproducts and workflows
    94. 94. Benefits• Better ability to address all marketing goals• Higher level of agility• Greater level of top-down transparency• Better ideas• Happier employees
    95. 95. Practicing What We PreachWe’ve seen massive increases in:Overall brand awareness
    96. 96. Practicing What We PreachWe’ve seen massive increases in:Size of our own audience
    97. 97. Practicing What We PreachWe’ve seen massive increases in:Flow of quality leads
    98. 98. Practicing What We PreachWe’ve seen massive increases in:Actual new business
    99. 99. Change and Chaos is Good
    100. 100. Complacency is the kiss of death
    101. 101. Never stop innovating and iterating
    102. 102. Greg Boser President BlueGlass Interactivehttp://www.blueglass.com @GregBoser
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