SMX East 2010 cm os


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SMX East 2010 cm os

  1. 1. Key insights & metrics for CMOs SMX EAST 2010
  2. 2. TABLE OF CONTENT <ul><li>Metrics & Trends </li></ul><ul><li>History </li></ul><ul><li>Web Development Agility </li></ul><ul><li>Overall Online Efficiency </li></ul><ul><li>Size does matters </li></ul><ul><li>Insights </li></ul><ul><li>Runner-up brand </li></ul><ul><li>Leading brand </li></ul><ul><li>Business Cases </li></ul><ul><li>Runner-up brand: </li></ul><ul><li>Leading brand: </li></ul>NVI
  3. 3. LOOKING AT HISTORY TO COMPARE Metrics <ul><li>Niche’s history, market growth & market cap </li></ul><ul><li>Has the niche been crippled by an everlasting leader? </li></ul><ul><li>Is the market growing fast or uber-slow? </li></ul><ul><li>YoY results & ROI </li></ul><ul><li>Against yourself; you should try to follow the overall market (hard!) </li></ul><ul><li>Against your closest competitors </li></ul><ul><li>Against niches with similar trends </li></ul><ul><li>Company timeline of key online events </li></ul><ul><li>Do you see patterns repeating themselves? </li></ul>
  4. 4. WEB DEVELOPMENT AGILITY Metrics <ul><li>Legacy </li></ul><ul><li>IT or web-driven systems? </li></ul><ul><li>Legacy product lines </li></ul><ul><li>Release cycles </li></ul><ul><li>How fast can you update & nurture the site? Vs the competition? </li></ul><ul><li>Can you win the features war? Why? If not, then what? </li></ul><ul><li>3rd parties involved? </li></ul><ul><li>More 3rd parties = can help to fast-track or kill momentum </li></ul>
  5. 5. OVERALL ONLINE EFFICIENCY Metrics <ul><li>Editorial </li></ul><ul><li>Do you produce more quality/editorial content than the competition? </li></ul><ul><li>Legal </li></ul><ul><li>How fast can you “legalize” every piece of content you produce? </li></ul><ul><li>Webmaster-ing </li></ul><ul><li>Dedicated internal resources are key to get things done internally. </li></ul><ul><li>Lead quality </li></ul><ul><li>How do you benchmark your Search leads against other channels? </li></ul>
  6. 6. <ul><li>Major impacts are: </li></ul><ul><li>Impact of corporate structure & # of departments involved </li></ul><ul><li>Aversion to risk & key objectives (catching up vs staying #1) </li></ul><ul><li>Access to key decision-makers / impact on momentum </li></ul><ul><li>Amount of power / linkjuice available within the company </li></ul>SIZE MATTERS FOR SEARCH! Metrics
  7. 7. <ul><li>Smaller corporate structures & fewer departments involved </li></ul><ul><li> Agile development, faster release cycles, business model flexibility </li></ul><ul><li>Less aversion to risk (need to catch up with the leader) </li></ul><ul><li>More open to make room for SEO to bridge gaps between them and the leading brand </li></ul><ul><li>Faster access & bigger impact on board / key decision makers </li></ul><ul><li>SEO represents a bigger chunk of the company’s overall budget </li></ul><ul><li>With the board’s involvement, less risk of losing momentum </li></ul><ul><li>Not a lot of other properties available to leverage existing linkjuice </li></ul><ul><li>Team up with other runner-ups & relevant verticals to compensate </li></ul><ul><li>Smart crowdsourcing in order to compete in terms of content </li></ul>RUNNER-UP INSIGHTS Leading Brand vs Runner-up
  8. 8. <ul><li>Larger corporate structure & several departments involved </li></ul><ul><li>Rigid development, emphasis on security, slower release cycles </li></ul><ul><li>Legacy products implies less business model flexibility </li></ul><ul><li>Heavy aversion to risk (can’t afford big mistakes) </li></ul><ul><li>Short-term management: can’t wait 6 to 12 months to see results </li></ul><ul><li>Usually focused on keeping the pace vs bridging gaps </li></ul><ul><li>Difficult access and near irrelevancy towards board members </li></ul><ul><li>SEO represents only a small chunk of the company budget </li></ul><ul><li>SEO can be a one VP matter, rarely ends up on the C-level table </li></ul><ul><li>Several existing properties to spread existing linkjuice </li></ul><ul><li>Need to create a global strategy to maximize each property </li></ul><ul><li>Biggest competitive advantage to leverage against runner-ups </li></ul>LEADER INSIGHTS Leading Brand vs Runner-up
  9. 9. RUNNER-UP – 2007 & 2008 <ul><li>Business Cases </li></ul><ul><li>Key factors </li></ul><ul><li>Direct access to internal dev team </li></ul><ul><li>Direct access to C / VPs </li></ul><ul><li>Participate in the company retreats </li></ul><ul><li>Fast/Agile development process </li></ul><ul><li>Steady budget, same gatekeepers </li></ul><ul><li>Great momemtum over 18 months </li></ul><ul><li>Results </li></ul><ul><li>Organic Traffic increased from 30,000 to 3,000,000 per month in organic visits (from late 2007 to early 2009). </li></ul><ul><li>Canpages became instantly a major player in their niche, helping them raise the company value. They ended up being bought out in 2010. </li></ul>
  10. 10. LEADER – 2009 & 2010 <ul><li>Business Cases </li></ul><ul><li>Key factors </li></ul><ul><li>Web Dev = with a external 3rd party </li></ul><ul><li>Less onsite SEO elements implemented per month </li></ul><ul><li>Access mainly to the VP Digital </li></ul><ul><li>Had to hire an SEO director to fast-track implementations </li></ul><ul><li>Took longer to build momentum as many transitions occured </li></ul><ul><li>Results </li></ul><ul><li>Organic Traffic increased from approximately 3.00M to 4.5M organic visits per month (from mid-2009 to mid 2010). </li></ul><ul><li>The company still has to implement several recommendations </li></ul>