Archive for the ‘Web Strategy’ Category

Googled: The End of the World as We Know It

Tuesday, March 9th, 2010

It’s not uncommon to hear Google’s company name discussed in the vein of superlatives.  Google’s products have become so ingrained in our society and culture that the company is often referred to as “the most revolutionary in the history of commerce” or “taking over the world.”  In his new book entitled Googled:  The End of The World as We Know It, author Ken Auletta explains how Google arrived at this place.

Auletta, author of several “insider” business titles, was given unprecedented access to Google’s highly private and reclusive founders and top-tier executives.  While the book is a compelling look at the founding and evolution of Google itself, much of what is in the book is already widely known.  Nonetheless, Auletta does a nice job of synthesizing a story that has rapidly evolved over a number of years.

Since Google is so important to those looking to thrive online, greater understanding of the company can’t hurt.  The following are a few interesting points, take-aways, and thoughts for those intrigued by one of the most revolutionary companies in the world:

  • Google’s motto is:  Don’t be evil.  It may sound trite or overly-simple, but the author shows that this distinguishable concept genuinely guides the decision-making at the company in an umbrella fashion.
  • In 2003 Mel Karmazin, former CEO of Viacom and current CEO of Sirius Satellite Radio, initially chided the Google founders for “messing with the magic”–the magic being the vague veil behind more traditional media where advertisers paid for exposure without much detailed reporting on impressions, responses, and ROI.  Google’s pay-per-click model has essentially destroyed that way of thinking and the “old” advertising business model.
  • Google founders Sergey Brin and Larry Page initially created and used “the airplane test” as a litmus test for hiring.  This simple test challenged the team to think about whether or not they would want to sit next to a potential hire on an airplane for several hours.  If you would, chances are that this would be a good hire.
  • Google’s guiding principle for its search engine and tools is to “do right by users.”
  • Google was the first to use a derivative of the Vickrey auction style to sell advertising space.
  • The sharp rise in Google’s stock has provoked the following question:  Is Google’s culture great because its stock is doing well or is the stock doing well because the culture is great?
  • Google has fallen under strong criticism from a number of privacy advocates because of the amount of personal data that it collects and stores.  The company’s founders respond that trust in the company is essential to its success and that all of its use of personal information allows them to create better user experiences.  In turn, people with the right information will make better decisions for themselves–essential absorbing value.
  • Al Gore, a board member of Apple and senior advisor to Google, interestingly compared the Google founders with Steve Jobs in this way:  “Steve [Jobs] has the great if painful experience of failing and coming back.”  The wisdom that comes from failure has not yet punched Page and Brin.
  • Google’s ultimate vision is to become not just the leader in interactive advertising, but the leader in all advertising.

It could be argued that Auletta’s book could move a bit more rapidly.  However, on the whole, his book delivers a thorough understanding of the company’s culture, evolution, and future direction.  For those seeking to learn more about how Google grows and functions, this book does not disappoint.

Search Engines: A Framework for Understanding

Wednesday, February 17th, 2010

Do you struggle with getting your arms around how search engines work?  You’re not alone.  With this diagram and a few pointers, we’re hopeful that you might be in a better position to succeed with search marketing.  Keep in mind that while this is a framework and a methodology for understanding, it is not intended to be exhaustive or definitive.

For starters, think of search engine marketing as an ongoing process, not a one-shot deal.  You may wish to refer to our earlier post which casts search engine optimization as a journey–not a day trip.  Note that the diagram below is a continual process, not a linear one.

Simple Search Engine Marketing Methodology

Simple Search Engine Marketing Methodology

With the image of a cycle in your mind, let’s briefly describe the steps, starting at the top.

  1. Keyword Analysis – Perform keyword research and analysis to be sure you’re targeting the right words.
  2. Web Site Optimization – Make sure your pages encompass the words you’ve selected both within the pages and the site itself; this also includes the idea of following some structural guidelines so that your site is “well-received” by search engines.
  3. Off-site Optimization – Perhaps the least understood step in the process, it’s perhaps the place where you can have the most impact on your results.  This involves making a concerted effort to build links to your site from other sites of relevance.  Google views these links as “votes” for your site and increases your rankings.
  4. Campaign Implementation – This involves the active implementation of tactics designed to increase visits; for most, this involves link exchange activity and/or pay-per-click execution.
  5. Performance Reporting & Analysis – Once you’re on your way, you need to periodically measure what is working and what is not.  Once complete, go back to Step 1.

This simple diagram should help you gain a better understanding of how you can improve your search engine rankings and performance.  Most marketers will look at this diagram through the lens of their own site and likely see one area (or more) that needs most immediate attention.

Social Media: A Waste of Your Organization’s Time?

Wednesday, February 17th, 2010

The rise of MySpace, Facebook, Twitter and others is not foreign to most.  Unless you’ve been asleep for the past few years, you know that social networks exist and that people use them.  Heavily.  It hasn’t taken long for public relations professionals to put their arms around the medium (playing both offense and defense) and for marketers to see it as a “free” pipeline to new customers.

But not all managers and business owners have been so quick to embrace social networking.  Research reports from around the Web reveal that many leaders have yet to jump in with both feet.  And while surveys and data tell the story, it is in conversations with professionals that the story comes alive.  In talking with business owners about using Twitter, some of the reflexive comments they convey include:

  • Twitter is for a younger audience, not me.
  • My daughter is on Facebook, not me.
  • Twitter is a place for celebrities to talk about their day.
  • I don’t care what someone had for breakfast.

You can’t blame people for reacting to social media opportunities this way.  We typically hear about Twitter in the mass media when, for example, a professional athlete says something he shouldn’t or a celebrity couple breaks up because of it.  It’s hard to get a serious person to take something seriously when it is associated with things that aren’t, well, serious.  As a cumulative result, social media tools get dissed and dismissed.

But there is a real danger in this for corporations and leaders.  While people are indeed talking about things that do not matter to you, they are also talking (every once in a while) about things that matter to them.  And they’re talking to each other.  Along the way, they are mentioning brands.  They’re mentioning the nice barista at Starbucks, the on-time departure with Jet Blue, and the deal they just scored at the Volkswagen dealership.  And while it might not be your brand today, it might be tomorrow.  And that should matter to you.

Learning about social media doesn’t necessarily mean that you have to start broadcasting whether you like Cheerios or Wheaties in the morning.  Lifecasting may not be for you.  But it is a big deal to some.

In the end, there is a spectrum of social media users.  At one end of the spectrum might be the life-casters:  they use Twitter, Facebook, and others several times a day to communicate with friends, post pictures, and, yes, follow celebrities.  On the other end of the spectrum are the real nay-sayers.  Not only do they not participate in social networking, they may even poke fun at those who do.  In the middle of the spectrum might be those that dabble from time-to-time.  Maybe they update their status every once in a while, but mostly they lurk–simply monitoring their friends’ activities for fun or entertainment.

No matter where you fall on this spectrum, it’s our assertion that no place is the “right” place to be.  You’re not necessarily missing the boat if you’re not a life-caster.  In our view, the only danger is in not acknowledging the spectrum itself.  Dismissing it altogether may result in lost opportunities for you and your organization.

Ten of Our Recent Client Engagements

Wednesday, February 10th, 2010

When we started WebSolvers in 1995, the Web was a brand new medium.  We don’t need to tell you how much technology has changed, but we do want to share with you how much we have.  Instead of boring you with theory, here is a list of ten recent engagements that we’ve completed that give you an idea of what we do now (in addition to developing engaging, effective Web sites like we always have):

  1. In-house social media seminar for an executive team – We led a half day session in a corporate office showcasing some relevant case studies and brainstorming on a strategic direction for a global holding company of over 50 subsidiaries.
  2. Digital branding for a newly-launched investment fund – We worked with a team of veteran hedge fund executives to conceive and execute a brand identity for a start-up hedge fund.
  3. Custom application development for a consumer brand – We worked with a consumer products company to architect and implement extranet functionality between both suppliers and distributors.
  4. Customer retention campaign – We worked with a service provider to conceive, implement, and track an email campaign designed to stimulate referrals and reduce customer attrition.
  5. Email newsletter launch – We worked with a client to design and implement an ongoing email newsletter campaign.
  6. Viral marketing campaign for a consumer product launch – We implemented and measured a viral campaign involving an email announcement, targeted contest-giveaway, and in-depth database construction.
  7. Remote social media training for a tourist destination – We conducted a 2 hour Webinar for an organization in order to train team members on implementing a company-specific social media strategy.
  8. Custom Web design for a software portal – We designed and produced a series of graphical “skins” for a client’s newly-selected software portal.
  9. Internet Marketing Plan for a consumer product – We developed an Internet Marketing Plan for a consumer product that was already seeing a healthy level of online sales but wanted to increase lead generation and visitor conversion.
  10. Google AdWords campaign management - We developed and managed a year-long campaign to help a non-profit agency attract and convert new customers from relevant Google searches.

The list could go on, but we’re pretty excited about how things have evolved.  If you’d like help in developing some new strategies or implementing some new tactics, please let us know.  We would love to share with you what we’re learning.

The Linchpin in Web Projects

Monday, February 1st, 2010

Seth Godin’s new book, Linchpin, challenges and encourages readers to be indispensable.  Failing to do so, he states, is to risk having a job that is sent to a cheaper source of labor–either to other people, a machine, or a combination of the two:

“If we can put it in a manual, we can outsource it.  If we can outsource it, we can get it cheaper.”

This isn’t necessarily a revolutionary idea, but Seth’s way of explaining is both engaging and encouraging.  As one reads the book and absorbs the ideas, some traditional management concepts jump out at the reader.  Here are a few that many might recognize:

  • Be DifferentHarvard Business School Professor Michael Porter taught us that in his 1996 HBR article in which he boiled the volumes and volumes on the topic of competitive strategy to the very notion of being different.
  • Technology Will EqualizeNew York Times columnist Thomas Friedman led us through this in his book The World Is Flat.  As the technology and connectivity proliferates, the more level the playing field becomes for competition.  The winners will be those that are the most innovative.
  • Keep Teams Small to Minimize Relational Complexity – V.A. Graicunas established the concept of Span of Control in 1933 and developed a formula for quantifying it.  Adding an additional member to a team only increases headcount incrementally but increases the number of relationships (handshakes, as Godin calls them) exponentially.
  • Challenge and Responsibility Motivate Louder Than Dollars – Frederick Herzberg developed the two-factor theory in 1968, now immortalized in a HBR Classic article.  Linchpin employees are motivated more by responsibility than dollars.

While Linchpin does seem to rely on some management concepts that are not-so-new, his packaging of the content is particularly relevant given today’s economic shifts.  If you listen to his interview with Lee Stranahan about Linchpin, Godin warns us that “we all live in Detroit now.”  This is meant to be a rallying cry to either adapt to the demands of the new economic environment or risk commoditization.

Much of Seth Godin’s work over the years has had some association with Internet projects.  His work is engaging and inspiring, making him notable and quotable among anyone and everyone who has either launched a Web site or Twitter account  for money.  This has attained him a certain celebrity among both strategists and MLMers alike.

But there is something deeper underneath the surface that all strategists and Internet professionals can use to launch successful Web projects…a set of take-aways that are both revolutionary and sensible all at once:

  • Your site should be a gift to its users – Why are so many Web sites self-serving?  They should give meaningful content, opportunities, or experiences without an expectation of reciprocation.
  • Put someone in charge – Web committees need a clear leader who is actually on the committee.  Too much confusion here leads to a muddled sense of who is in charge and diluted end-product.
  • Set a launch date and stick to it – A failure to do so could mean a year of unnecessary delay and a lack of of project urgency.  Seth calls this the ability to ’ship’ the product, which refers to a site launch.
  • Make it authentic – Your site should truly speak to and connect with users.  Authenticity creates a bond with your site’s guests.
  • There is no Map – There is no cookie-cutter system for creating a successful Web venture–no map.  If you feel like you’re internalizing, struggling, and aspiring your way toward a positive end result, you’re probably doing it right.

10 Internet Marketing Musts in 2010

Sunday, January 24th, 2010

As the year 2010 is in full swing, it’s hard to believe how things have changed in recent years.  Internet marketing tools and strategies have come along way since 1995, the year WebSolvers began.  Back then, the idea of just building a Web site was a fairly exotic concept. Google had yet to be founded and a Facebook was something that was printed by upperclassmen and delivered in hard copy to students on campus.

While all of this certainly makes us feel a bit nostalgic, we’re also thinking ahead…and trying to help others do the same.  At the risk of sounding self-serving (at least we admit it), here are a few things that we think Internet marketers should strongly consider this year:

1.  Increase Links to Your Site – This is not always an easy task, but one that’s very important in Google’s eyes.  Do your best to increase the number of quality links (structured the right way from the right sites) coming to your site.

2.  Incorporate your Twitter Feed Into Your Site – If you’ve leaped into the social media realm, go ahead and display your tweets somewhere within your site.  It will help your site to stay fresh and build Twitter followers.  We did it on our home page at www.websolvers.com.

3.  Do Some Keyword Research – All of your search engine efforts won’t get you anywhere if you’re targeting the wrong words to begin with.  Consider performing historical (think the past 90 days) keyword research to find out what phrases your customers are actually using.  Just going with your hunch can send you pretty far down the wrong path.

4.  Configure Performance Goals in Google Analytics – Most have Google Analytics installed, but few have taken the time to configure behavioral goals and monitor site performance.  This can be a silver bullet for some sites.  Time invested in truly configuring this product can we time well spent.

5.  Use bit.ly to Monitor Link Performance – Many of us are in the good habit of creating and publicizing shortened links for others to consume.  Take a moment to create a bit.ly account in order to monitor the performance of these links and learn what content and headlines are generating interest and activity.

6.  Develop and Utilize Your Email Messaging Capability – This would have made the list in 1995 but still remains untapped.  People are attached to their email–literally.  But this connection remains untapped by marketers.  Start developing that connection.  What’s the catch?  You have to make the messaging about them — not you.  Sadly, that’s not the nature of most corporate email strategies.

7.  Create a Corporate Social Media Policy – Simply ignoring Twitter and Facebook and dismissing them as ‘time wasters’ no longer flies.  In fact, it hasn’t flown for a while.  Intel has a good policy to look at as a blueprint.  Remember, social communication is going to happen with or without you.  If you don’t formalize your firm’s stance, you may be missing important opportunities and asking for trouble.

8.  Explore the App Economy for Opportunity – BusinessWeek recently published a cover story on the App Economy, the exploding area of iPhone, Blackberry, and Facebook applications.  Like any gold rush, there is a frenzy to create the next big thing.  For many companies, though, there are real and practical opportunities.  Take some time to consider whether having an app would represent real opportunity for your organization.

9.  Create a Wiki To Foster Collaboration – Wikis have been around for some time (i.e. Wikipedia), but many traditional companies have begun to embrace the opportunities.  While the name is funny, the opportunities for communication and collaboration are serious.  To learn more, explore O’Reilly Media’s description as a starting point.

10.  Invest in Yourself – Warren Buffett has said that the best investment we can make is in ourselves.  Consider resolving to regularly read and learn more about the Internet marketing realm.  Good Web sites to consider reading regularly are Seth Godin’s Blog, ReadWriteWeb, and Mashable.

(Design) Death by Committee

Wednesday, January 6th, 2010

When an organization decides to embark on a new Web project, particularly a Web site re-design, it typically forms a committee.  This committee is usually cross-functional in nature, comprised of personnel from marketing, IT, and/or finance.

There is plenty of reason to form a group for this type of project.  Web projects have so many implications for different parts of the organization that it is good to have a variety of people involved in planning, conceptualization, budgeting, and execution.  And gaining internal concensus and support for any project is a good thing.

Before producing a design, the designer typically meets with the committee to discuss the vision for the site.  Naturally, as is the nature of committees, everyone gets a say.  While this is often helpful to a designer, the designer may leave the meeting with four or five varying visions in her head.  The democracy of “everyone gets a say” turns into the anarchy of “everyone gets a say.”

Once the layout, color scheme, and graphical elements begin to be presented to the committee, each committee member may see a small piece of their feedback somewhere in the design.  Most likely, though, noone sees their individual vision for the site.  Hence, the “too many cooks in the kitchen” syndrome begins to take hold. You might have one committee members who says “I don’t like the colors” while another says “I hate that photo you have chosen for the home page.”  While this type of feedback might have merit, it’s usually based upon personal preference–not a formal design principle or consideration of the target audience.

Because design is a subjective area, a committee of five might have five various opinions on any one piece of work.  A lead designer is then in a position to try and produce a design that attempts to appease five opinions, some of which may be in conflict.  The designer ends up changing different segments of the design concept to try and appease the myriad of critiques.  Like too many chefs in the kitchen, the end product becomes tainted.  The design itself becomes about the committee’s personal preferences–not about fundamental design principles or the needs of the audience.  To make matters worse, the bevy of competing opinions and unmet expectations creates frustration and tension.  There has to be a better way.

The Web committee will and should always be prevalent.  After all, there is often power and synergy in groups.  But the Web site committee should have a strong structure and methodology in terms of taking advantage of groupthink without falling prey to it.  In order to do so, the committee itself needs structure, ground rules, and a charge.  While every committee might operate a bit differently, here is a handful of tips in terms of optimizing the structure and function:

1.  Encourage the committee members to look at the design from the customer’s eyes–not their own.  This will help team members to de-personalize the design and check their personal preferences at the door.

2.  Appoint one person, the one with the most experience in the area or understanding of the target demographic–as the liason to the visual designer.  This will focus both the group and the designer.

3.  Gather and synthesize design directives and feedback in a thoughtful way; simply collecting bullet points of everyone’s comments may not be constructive.

4.  Center design discussions around material issues like the audience and its needs.  Getting mired in discussions of individual photos and font selections can be counter-productive and quickly run a committee off-track.

5.  Trust your designer.  There is a good chance that he or she is more versed than most of the committee members in the area, which should count for something in the process.

Further reading:  http://boagworld.com/design/combating-design-by-committee

WebSolvers Completes Move: Please Note Change of Address

Monday, April 6th, 2009

WebSolvers is pleased to announce a that it has successfully completed the move of its main office to the Baldwin Park Town Center. The new address is 4776 New Broad Street, Suite 100, Orlando, Florida 32814. The new telephone number is 407-722-7830 and the new fax number is 407-722-7831. Please update your records.

WebSolvers will be closed on Wednesday, April 1

Tuesday, March 31st, 2009
WebSolvers' New Location WebSolvers' New Building

As a reminder, WebSolvers is moving on Wednesday, April 1. The new address is 4776 New Broad Street, Suite 100, Orlando FL 32814, in the Baldwin Park town center. As of April 2, new phone and fax numbers are: 407-722-7830 (Main Office Line) and 407-722-7831 (Fax).
We will be closing early on Tuesday, March 31 at 4:00 pm in order to facilitate the move. After spending Wednesday, April 1 installing furniture and equipment, we will re-open for normal business hours on Thursday, April 2nd.
Since our client Web sites are located at a data center off-site, we do not expect this move to affect any of our hosting capabilities or client Web sites in any way.
If you have questions or would like additional information about our move, please contact us at your convenience.

WebSolvers is Moving!

Tuesday, March 10th, 2009

After spending over 10 years at our location on Orange Avenue in Winter Park, Websolvers is re-locating to a larger facility in Baldwin Park! The move will happen on April 1st, 2009.
The new address will be 4776 New Broad Street, Suite 100, Orlando FL 32814, in the Baldwin Park town center.
We will be closing early on Tuesday, March 31 at 4:00 pm in order to facilitate the move. After spending Wednesday, April 1 getting situated, we will re-open for normal business hours on Thursday, April 2nd.
Since our client Web sites are located at a data center off-site, this move will not affect any of our hosting capabilities or client Web sites in any way.
If you have questions or would like additional information about our move, please contact us at your convenience.