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The Journey Ahead 
Rand | November 2013
Topics: 
1. Where We’re At (performed in the style of Star Trek) 
2. Re-visiting Moz’s Vision-Based Framework 
3. Strategic Initiatives for 2014 
4. Our Roadmap & the Launch of Adventure Teams
Where We’re At 
(performed in the style of Star Trek)
November 2011
November 2011 
Our mission: to seek out a new 
software product and new ways 
to help SEO-focused marketers 
succeed!
November 2011 
We shall help not only with 
search, but social media, 
content marketing, link data, 
and brand mentions… And 
that’s only the start!
November 2011 
Ach! Captain, that’s no wee 
investment you’re committing to.
November 2011 
It could take us 7-8 months to develop this 
new starship… err. software.
November 2011 
I concur with Mr. Scott. We shall need 
to enhance our resources.
March 2012 
I’m on it, Star 
dudes!
July 2012 
The Federation has drastically 
underestimated the complexity of this 
project. Yighosdo'
July 2012 
Do’na worry. We just need a wee bit 
more time… By November, she’ll be 
ready to fly!
November 2012 
Bones, we need to get this thing 
launched or we’re in trouble.
November 2012 
Dammit Jim, I’m a doctor, not a 
miracle worker. We can hit March.
March 2013 
It would appear your schedule 
was optimistic Doctor. We will 
need a new strategy.
March 2013 
Our dilithium crystal supplies are 
running low…
March 2013 
Your human emotions are 
clouding your judgment. Leave 
the fuel issues to me.
May 2013 
Our rebrand must launch. We’ll create an 
invite list, and as soon as Moz Analytics is 
ready, send it to the people.
May 2013 
Captain, I’m picking up some skepticism in 
the delta quadrant.
May 2013 
I’m sorry, but this is the only way.
May 2013 
It’s not my favorite plan, 
but I trust you guys.
May 2013 
Captain, ve can be ready for launch in September.
July 2013 
The invite list is filling up fast.
May 2013 
We might just make our 
budget after all!
Our Budget for the Invite List 
Invite List Emails: 90,545 
~5% 
Signups: 4,500
The Invite List’s Actual Performance 
Invite List Emails: 90,545 
Emails Delivered: 88,110 
Click-Throughs: 26,832 
Free Trial Signups: 5,058 
Conversions to Paid: 2,094 
97.31% 
30.45% 
18.85% 
41.4%
November 2013 
Invite Liiiiiiiiiist!!!!
November 2013 
We’re dead…
November 2013 
I’ve been dead before…
The Reality 
Thanks to our line of credit, we still have a long 
runway. 
Retention hasn’t gotten much worse; it just hasn’t 
gotten better. 
By being cautious and conservative, we can be 
profitable again in June 2014. 
The worst part – the waiting & wondering - is behind 
us. Now we just need to make our subscription 
better and delight our customers.
Re-Visiting Moz’s 
Vision-Based Framework
Why Does a Company Exist? 
“Many people assume, wrongly, that a company exists simply 
to make money. While this is an important result of a 
company’s existence, we have to go deeper and find the 
real reasons for our being. As we investigate this, we 
inevitably come to the conclusion that a group of people 
get together and exist as an institution that we call a 
company so they are able to accomplish something 
collectively that they could not accomplish separately—they 
make a contribution to society." 
- David Packard
Vision-Based Framework 
http://moz.com/rand/vision-based-framework/
Defining Core Purpose 
Purpose (which should last at least 100 years) should not be 
confused with specific goals or business strategies (which 
should change many times in 100 years). Whereas you might 
achieve a goal or complete a strategy, you cannot fulfill a 
purpose; it is like a guiding star on the horizon -- forever 
pursued but never reached. Yet although purpose itself does 
not change, it does inspire change. The very fact that purpose 
can never be fully realized means that an organization can 
never stop stimulating change and progress. 
- Jim Collins
Our Core Purpose (aka “Mission”) 
Moz's mission is to help people 
do better marketing.
Defining Core Values 
Core values are the essential and enduring tenets of an 
organization. A small set of timeless guiding principles, core 
values require no external justification; they have intrinsic 
value and importance to those inside the organization… 
Ralph S. Larsen, CEO of Johnson & Johnson, puts it this way: 
"The core values embodied in our credo might be a 
competitive advantage, but that is not why we have them. 
We have them because they define for us what we stand 
for, and we would hold them even if they became a 
competitive disadvantage in certain situations.“ 
- Jim Collins
Our Core Values 
Transparent 
Authentic 
Generous 
Fun 
Empathetic 
Exceptional
Defining Strategic Vision 
Strategy takes what you want to achieve and develops a plan 
to get there. From strategy you can develop tactics and 
implement them. For me, strategy is as much about what you 
are not going to do as what you are going to do. 
Strategy is important because the resources available to 
achieve your goals are limited. 
- Fred Wilson
We Believe (and have evidence) that Marketing 
Spend & Effort Will Shift from the Red to the Blue
Our Strategic Vision 
Power the shift from interruption to 
inbound marketing by giving every 
marketer affordable software to 
measure and improve their efforts.
Moz Analytics and 
Moz Local are 
designed to help 
marketers here
In the future, we might 
help marketers in these 
areas, too.
Defining a BHAG 
To build a visionary company, you need to counterbalance its 
fixed core ideology with a relentless drive for progress. 
One way to bring that drive for progress to life is 
through BHAGs (short for Big Hairy Audacious Goals). With his 
very first dime store in 1945, Sam Walton set the BHAG to 
“make my little Newport store the best, most profitable in 
Arkansas within five years.” As the company grew, Walton 
set BHAG after BHAG, including the still-in-place goal to 
become a $125-billion company by the year 2000. The point is 
not to find the “right” BHAGs but to create BHAGs so clear, 
compelling, and imaginative that they fuel progress. 
- Jim Collins
NASA’s 1960s BHAG 
To put a man on the surface of the 
Moon, and return him safely to the Earth.
Our BHAG 
A quarter million people paying to 
use Moz’s products by May 29th, 2018
Strategic Initiatives 
for 2014
Earlier This Year, I Talked About Five 
1. Increase customer retention in every cohort 
2. Return to profitability 
3. Reach a broader marketing audience with our 
products, content, and brand 
4. Remove reliance on Google data 
5. Improve Moz’s company culture
For 2014, We Only Have Three: 
#1: Improve Retention in Every Cohort 
#2: Return to Profitability 
#3: Launch Moz Local & Learn
Why Remove Culture? 
Because being TAGFEE is not a temporary, strategic 
initiative. It’s not a goal we will accomplish, celebrate, and be 
done with. It won’t shift in 12-18 months. 
Culture is permanently important – it must infuse all of our 
efforts forever. 
Having culture as a strategic initiative confuses the definition 
and purpose of both culture and strategic initiatives.
Why Remove Broader Audience? 
We need to focus on delighting our current audience before 
we expand into more new markets. 
SEO alone continues to grow fast, and both content & social 
marketers are including SEO into their workflow (just as 
SEOs are including content/social in theirs). If we can build a 
great product for this base, we have a great opportunity (and 
a lot of learnings we can apply) to reach less SEO-focused 
folks in the future. 
Moz Local is a big bet on its own and a great way to reach a 
broader audience in 2014.
Why Remove Dependence on Google? 
Google Analytics has been good to us, and doesn’t appear to 
be a short term risk (as it did earlier this year). 
With the disappearance of keyword traffic data, rankings are 
more critical than ever to understanding how 
campaigns/pages perform. Hence, we can’t empathetically 
serve our customers in the next few years without rankings 
data (and Google appears not to be actively working against 
us or others who get that data).
Why Make Retention Such a Focus? 
Retention is extremely well correlated with customer happiness. If 
we’re to be empathetic to our customers, retention is the best way to 
measure success. 
In any future liquidity event, retention will be a huge part of how we’re 
valued. Every dollar we make is worth more if we improve retention. 
Retention is something everyone at the company can directly and 
indirectly impact, and something we can all see and measure 
together. 
Retention means higher CLTV, which means better margins, and an 
easier time staying profitable as we grow.
Why Do We Need to Be Profitable? 
Profitability lets us control our own destiny vs. being beholden to 
raising future rounds of investment, and potentially losing our ability 
to prioritize the culture we want. 
Profitability means we can make investments in long-term bets (like 
we did with Wonk, Local, Moz Analytics, etc). 
Being profitable reduces risk that we’d need to take more drastic 
cost-cutting measures in the future. 
Profitability removes the emotional challenges that a limited runway 
create.
Everything we work on must be: 
1) Mapped to either retention, profitability, or Moz 
Local 
2) Measurable with numbers that are made 
transparent to everyone at the company 
3) Prioritized against other things that can move 
the needle on these initiatives
Our Roadmap & The Launch 
of Adventure Teams
Here’s How We Crafted the Current Roadmap 
List of active and 
backlogged projects 
from teams 
Retention, cancellation, 
and usage data from 
Alyson 
Eteam planning 
meeting facilitated by 
Tim & Karen
Here’s How We Crafted the Current Roadmap 
Every priority had to fit 1+ of the following: 
Usability, Stability, Accuracy 
Discoverability 
Highly Requested by Users 
Big Innovation / Game Changer 
Creates Advantage Over Competition 
Reduces Costs
Tim & Karen then circulated to each team to get 
feedback + input, which led to this: 
Adam will share more 
about this in his 
presentation
How Will We Do This in The Future? 
Some folks like the top down approach 
But we believe great solutions should come from 
more diverse groups, and that, long-term, planning 
should be more inclusive. 
The future process is still TBD, but the hope is to 
make the Eteam + Board responsible for defining 
problems, and Adventure Teams responsible for 
solutions.
Rand | November 2013

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Historical Slide Deck from Moz's Nov. 2013 Allhands Meeting

  • 1. The Journey Ahead Rand | November 2013
  • 2. Topics: 1. Where We’re At (performed in the style of Star Trek) 2. Re-visiting Moz’s Vision-Based Framework 3. Strategic Initiatives for 2014 4. Our Roadmap & the Launch of Adventure Teams
  • 3. Where We’re At (performed in the style of Star Trek)
  • 5. November 2011 Our mission: to seek out a new software product and new ways to help SEO-focused marketers succeed!
  • 6. November 2011 We shall help not only with search, but social media, content marketing, link data, and brand mentions… And that’s only the start!
  • 7. November 2011 Ach! Captain, that’s no wee investment you’re committing to.
  • 8. November 2011 It could take us 7-8 months to develop this new starship… err. software.
  • 9. November 2011 I concur with Mr. Scott. We shall need to enhance our resources.
  • 10. March 2012 I’m on it, Star dudes!
  • 11. July 2012 The Federation has drastically underestimated the complexity of this project. Yighosdo'
  • 12. July 2012 Do’na worry. We just need a wee bit more time… By November, she’ll be ready to fly!
  • 13. November 2012 Bones, we need to get this thing launched or we’re in trouble.
  • 14. November 2012 Dammit Jim, I’m a doctor, not a miracle worker. We can hit March.
  • 15. March 2013 It would appear your schedule was optimistic Doctor. We will need a new strategy.
  • 16. March 2013 Our dilithium crystal supplies are running low…
  • 17. March 2013 Your human emotions are clouding your judgment. Leave the fuel issues to me.
  • 18. May 2013 Our rebrand must launch. We’ll create an invite list, and as soon as Moz Analytics is ready, send it to the people.
  • 19. May 2013 Captain, I’m picking up some skepticism in the delta quadrant.
  • 20. May 2013 I’m sorry, but this is the only way.
  • 21. May 2013 It’s not my favorite plan, but I trust you guys.
  • 22. May 2013 Captain, ve can be ready for launch in September.
  • 23. July 2013 The invite list is filling up fast.
  • 24. May 2013 We might just make our budget after all!
  • 25. Our Budget for the Invite List Invite List Emails: 90,545 ~5% Signups: 4,500
  • 26. The Invite List’s Actual Performance Invite List Emails: 90,545 Emails Delivered: 88,110 Click-Throughs: 26,832 Free Trial Signups: 5,058 Conversions to Paid: 2,094 97.31% 30.45% 18.85% 41.4%
  • 27. November 2013 Invite Liiiiiiiiiist!!!!
  • 29. November 2013 I’ve been dead before…
  • 30. The Reality Thanks to our line of credit, we still have a long runway. Retention hasn’t gotten much worse; it just hasn’t gotten better. By being cautious and conservative, we can be profitable again in June 2014. The worst part – the waiting & wondering - is behind us. Now we just need to make our subscription better and delight our customers.
  • 32. Why Does a Company Exist? “Many people assume, wrongly, that a company exists simply to make money. While this is an important result of a company’s existence, we have to go deeper and find the real reasons for our being. As we investigate this, we inevitably come to the conclusion that a group of people get together and exist as an institution that we call a company so they are able to accomplish something collectively that they could not accomplish separately—they make a contribution to society." - David Packard
  • 34. Defining Core Purpose Purpose (which should last at least 100 years) should not be confused with specific goals or business strategies (which should change many times in 100 years). Whereas you might achieve a goal or complete a strategy, you cannot fulfill a purpose; it is like a guiding star on the horizon -- forever pursued but never reached. Yet although purpose itself does not change, it does inspire change. The very fact that purpose can never be fully realized means that an organization can never stop stimulating change and progress. - Jim Collins
  • 35. Our Core Purpose (aka “Mission”) Moz's mission is to help people do better marketing.
  • 36. Defining Core Values Core values are the essential and enduring tenets of an organization. A small set of timeless guiding principles, core values require no external justification; they have intrinsic value and importance to those inside the organization… Ralph S. Larsen, CEO of Johnson & Johnson, puts it this way: "The core values embodied in our credo might be a competitive advantage, but that is not why we have them. We have them because they define for us what we stand for, and we would hold them even if they became a competitive disadvantage in certain situations.“ - Jim Collins
  • 37. Our Core Values Transparent Authentic Generous Fun Empathetic Exceptional
  • 38. Defining Strategic Vision Strategy takes what you want to achieve and develops a plan to get there. From strategy you can develop tactics and implement them. For me, strategy is as much about what you are not going to do as what you are going to do. Strategy is important because the resources available to achieve your goals are limited. - Fred Wilson
  • 39. We Believe (and have evidence) that Marketing Spend & Effort Will Shift from the Red to the Blue
  • 40. Our Strategic Vision Power the shift from interruption to inbound marketing by giving every marketer affordable software to measure and improve their efforts.
  • 41. Moz Analytics and Moz Local are designed to help marketers here
  • 42. In the future, we might help marketers in these areas, too.
  • 43. Defining a BHAG To build a visionary company, you need to counterbalance its fixed core ideology with a relentless drive for progress. One way to bring that drive for progress to life is through BHAGs (short for Big Hairy Audacious Goals). With his very first dime store in 1945, Sam Walton set the BHAG to “make my little Newport store the best, most profitable in Arkansas within five years.” As the company grew, Walton set BHAG after BHAG, including the still-in-place goal to become a $125-billion company by the year 2000. The point is not to find the “right” BHAGs but to create BHAGs so clear, compelling, and imaginative that they fuel progress. - Jim Collins
  • 44. NASA’s 1960s BHAG To put a man on the surface of the Moon, and return him safely to the Earth.
  • 45. Our BHAG A quarter million people paying to use Moz’s products by May 29th, 2018
  • 47. Earlier This Year, I Talked About Five 1. Increase customer retention in every cohort 2. Return to profitability 3. Reach a broader marketing audience with our products, content, and brand 4. Remove reliance on Google data 5. Improve Moz’s company culture
  • 48. For 2014, We Only Have Three: #1: Improve Retention in Every Cohort #2: Return to Profitability #3: Launch Moz Local & Learn
  • 49. Why Remove Culture? Because being TAGFEE is not a temporary, strategic initiative. It’s not a goal we will accomplish, celebrate, and be done with. It won’t shift in 12-18 months. Culture is permanently important – it must infuse all of our efforts forever. Having culture as a strategic initiative confuses the definition and purpose of both culture and strategic initiatives.
  • 50. Why Remove Broader Audience? We need to focus on delighting our current audience before we expand into more new markets. SEO alone continues to grow fast, and both content & social marketers are including SEO into their workflow (just as SEOs are including content/social in theirs). If we can build a great product for this base, we have a great opportunity (and a lot of learnings we can apply) to reach less SEO-focused folks in the future. Moz Local is a big bet on its own and a great way to reach a broader audience in 2014.
  • 51. Why Remove Dependence on Google? Google Analytics has been good to us, and doesn’t appear to be a short term risk (as it did earlier this year). With the disappearance of keyword traffic data, rankings are more critical than ever to understanding how campaigns/pages perform. Hence, we can’t empathetically serve our customers in the next few years without rankings data (and Google appears not to be actively working against us or others who get that data).
  • 52. Why Make Retention Such a Focus? Retention is extremely well correlated with customer happiness. If we’re to be empathetic to our customers, retention is the best way to measure success. In any future liquidity event, retention will be a huge part of how we’re valued. Every dollar we make is worth more if we improve retention. Retention is something everyone at the company can directly and indirectly impact, and something we can all see and measure together. Retention means higher CLTV, which means better margins, and an easier time staying profitable as we grow.
  • 53. Why Do We Need to Be Profitable? Profitability lets us control our own destiny vs. being beholden to raising future rounds of investment, and potentially losing our ability to prioritize the culture we want. Profitability means we can make investments in long-term bets (like we did with Wonk, Local, Moz Analytics, etc). Being profitable reduces risk that we’d need to take more drastic cost-cutting measures in the future. Profitability removes the emotional challenges that a limited runway create.
  • 54. Everything we work on must be: 1) Mapped to either retention, profitability, or Moz Local 2) Measurable with numbers that are made transparent to everyone at the company 3) Prioritized against other things that can move the needle on these initiatives
  • 55. Our Roadmap & The Launch of Adventure Teams
  • 56. Here’s How We Crafted the Current Roadmap List of active and backlogged projects from teams Retention, cancellation, and usage data from Alyson Eteam planning meeting facilitated by Tim & Karen
  • 57. Here’s How We Crafted the Current Roadmap Every priority had to fit 1+ of the following: Usability, Stability, Accuracy Discoverability Highly Requested by Users Big Innovation / Game Changer Creates Advantage Over Competition Reduces Costs
  • 58. Tim & Karen then circulated to each team to get feedback + input, which led to this: Adam will share more about this in his presentation
  • 59. How Will We Do This in The Future? Some folks like the top down approach But we believe great solutions should come from more diverse groups, and that, long-term, planning should be more inclusive. The future process is still TBD, but the hope is to make the Eteam + Board responsible for defining problems, and Adventure Teams responsible for solutions.