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. ...

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.

Redefining Business Models in a Post-Penguin World Presentation Transcript

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