SEO News

Posted by aaj_14

This post was originally in YouMoz, and was promoted to the main blog because it provides great value and interest to our community. The author’s views are entirely his or her own and may not reflect the views of Moz, Inc.

In 2012, the SEO industry in the UK was worth over £500 million annually, growing 18% from 2011 figures. The US SEO industry is even bigger, topping $16 billion in 2010. In a time of general malaise about the economy, this industry is growing rapidly, and the good times look set to continue.

This is great news for any SEO business looking to expand along with companies’ search marketing budgets, as there is plenty of work to be done. There is so much, in fact, that most SEO departments, consultancies and agencies are looking to hire new employees to keep up with the demand. This does raise the question, however, of what to look for when hiring new SEOs.

So what do the best and brightest SEOs in the US and the UK look for when they are hiring? Read on to find out. Take note: Their answers may surprise you.

Eric Ward – EricWard.com

What makes the ideal SEO employee?

Not joking. A bit OCD, a bit ADD, and experience in marketing, public relations, and library science. When presented with a long page of source code, do they faint or confidently explain the good, bad, and ugly in it without having to see the page in a browser? Do they spend time online when they are not working? Do they have their own individual presence established online? If they saw Matt Cutts at a conference, would they hide?

Bruce Clay – Bruce Clay.com

What makes the ideal SEO employee?

Someone that has not learned bad habits, and that will be a leader on their projects. They must be a great written and spoken communicator, they need to know what they do not know and endeavor to fix that, and they have to be excited about problem solving. They need to stick to the methodology while seeing opportunities to surpass the competition. Our ideal candidate is fantastic at time management and organization, is service focused, and lives for internet marketing. Their technical background should be (entry-level) basic, and they need to be a quick and accurate student. At a senior level they need a solid foundation across many markets and technologies, without the baggage of learned spam techniques. They should be able to teach, lead, and communicate as the expert on a complex project. Historically we have found great success in training our employees from an intern to expert level (10 years with our firm). And, yes, we have many technical staff that have been with us that long.

Paddy Moogan – Distilled

What makes the ideal SEO employee?

There are two things we look for in all hires at Distilled: smart and gets stuff done. Other stuff is a bonus but if they have these two qualities, we can often teach them the rest! Personally, I also look for someone who actively learns new stuff in their spare time and seems to have a genuine passion for something. For example, I like SEOs who may have set up their own blog or website and have spent a bit of time knowing how it feels to get it ranking and the challenges that can present. It shows initiative and a passion that is hard to teach.

Julie Joyce – Link Fish Media

What makes the ideal SEO employee?

The ideal SEO employee is someone without a huge ego who realizes that he or she is never done learning, will often be wrong, and isn’t afraid to try something new and forego old methods that no longer work. It’s someone with a brain that’s logical and creative, someone with the communication skills to write well or come up with amazing ideas. It’s also someone with an obvious passion for the work, as if you don’t give a damn about what you’re doing, I doubt you’ll ever be brilliant at it.

Dave Peiris – SharkSEO

What makes the ideal SEO employee?

This is actually quite a tough question because there’s a lot of different types of people who could all be incredible SEOs. SEOs that are analytical often produce great work, especially if they enjoy digging into the data and focus on the story rather than just the numbers to work out why things are how they are. Some of the best SEOs I’ve ever worked with have been highly technical. They’ve got a great understanding for how to structure sites so they’re ideally suited for search as well as users, and knowing how to code helps them talk to developers better. Having said that, there are other skill sets outside of coding that can lead to an excellent SEO employee, like being able to build relationships with site owners with ease. A great SEO employee is also a good communicator, and can easily explain complex technical issues in ways that non-technical people can understand. But overall I think the best SEOs are the ones who are naturally curious and, when they find a problem, can’t help but try to solve it.

Wil Reynolds – Seer Interactive

What makes the ideal SEO employee?

Curiosity, competitiveness, and compassion. Curious because I want to work with people who have that curiosity of “how does this work” to always be there, the desire to seek out answers is key too. Competitiveness because I want to work with people who push me to get better, who want to win, and when they lose it stings!! Those are the folks who leave when the job is done, and it personally messes up their day when something goes bad. Compassion means that they don’t let their competitiveness overrun their ability to have compassion for others and to have empathy for other folks.

Oliver Archibald – SEOGadget

What makes the ideal SEO employee?

For any calibre of SEO, whether junior or senior, there couldn’t be a better way to learn about this industry than by maintaining your own site. It’s all very well reading about SEO (and that’s certainly a good thing), but actually doing it enables you to fully understand what you’re recommending to clients or your team. This brings me on to my next point, which is creativity and initiative. These attributes in the ideal candidate shouldn’t just be applied to cool content ideas, but also to how they handle the technical side of SEO. As many of us know, every site is different, and the correct solution to one site’s problem might be vastly different from a similar issue on another site.

Patrick Altoft – Branded3

What makes the ideal SEO employee?

We don’t subscribe to the theory that SEO employees have to be good all-rounders because it’s actually very useful to have specialist technical people and specialist creative people working on the account. How many great creative people also have great technical skills? Very few. We are a 50-person agency, so we have the resources to have specialist teams working on the individual campaign components rather than trying to have generalists who don’t have the detailed skills. We use experienced strategists to run our clients’ accounts, and they are the primary point of contact, so they need great SEO skills and great account management skills. Those are probably the key criteria we look at for this role.

Kelvin Newman – Sitevisibility

What makes the ideal SEO employee?

A while back I wrote a free book about Link Building called “How to Become a Clockwork Pirate,” and while a lot of that advice was pre-Penguin, there’s one area I think I was on the right page: The ideal SEO has two different skills sets, the creative and the methodical. People are going to sit at different places on the spectrum, but the most successful SEOs I’ve worked with sit somewhere in the middle. They’re people prepared to come up with good ideas but accept that a great idea without hard work is useless. Equally, they understand sometimes it’s about putting in the hours and follow-up; that’s the difference between success and failure. I think Seth Godin summed it up really well: “Real Artists Ship.”

Image credit Wordle.net

Conclusion

Each expert answered a single question — What makes the ideal SEO employee? — in incredibly different ways. Some wanted specialists, and some preferred all-rounders. Some liked to build the new employee’s knowledge almost from scratch, while others were looking for people with solid knowledge of the industry. Still, time and again the same qualities popped up.

The ideal SEO employee should:

• Be smart.
• Be motivated to learn — even off the clock.
• Be a problem solver.
• Maintain their own site in their off-time.
• Be both logical and creative.
• Be an excellent communicator who is able to build relationships.
• Have a passion for technology and the internet.
• Be willing to try new things.
• Constantly push to improve themselves, their approach to SEO problems, and others.

At the end of the day, few of these qualities have much to do with HTML or information architecture. Instead, they seem to focus on personality traits like leadership, tenacity, curiosity, and self-motivation.

The next time you find yourself searching for the ideal SEO employee, just remember that the ideal SEO employee is someone with the right personality. The technical know-how can be taught.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!

Usability: layout out the navigation  

This first discipline focuses on allowing consumers easily find their way to product detail level. The varying quality of super menus (the drop down menu appearing and disappearing when you hover over the main navigation bar) can be ‘hit and miss’.  

Add to this the inconsistent nature of how the super menu displays on mobile devices, and it becomes a less desirable tool (lets not argue here about responsive vs mobile specific design).  

The power of the active window’ is still as strong as ever. Eye tracking studies still show consistent ‘F shape’ patterns indicating consistent consumer behaviour scanning for content relevant to their needs in the body of main landing pages.  

Accommodate this behaviour by displaying category tiles in the body of main landing pages i.e. home page, main category pages, main sub category pages.  

Introducing products on the homepage and main category pages is too early. Major online players boast personalisation technology to display relevant products on the home page, but why would I want to see sunglasses on the home page when I purchased a pair the last time I was on the site?  

Or better yet, if I did not purchase the sunglasses, why is there the assumption I am returning with the same buying intent or the same goals as before?  

Do not try to be too clever, remember the purpose of the home page is to move consumers through to the next step of their buying process as soon as possible.  Stick to categories.   

When displaying categories in the body of pages, retailers do not need to repeat every single category or sub category in the navigation structure.

This is where pragmatic and strategic thinking comes into play and the use of the Pareto Principle (also known as the 80/20 rule). Feature those categories where the majority of the sales come from.

At the time of writing this article, The Iconic allocated the entire home page to displaying categories, no products featured.

Once you have consumers at sub category level, moving them to product detail page is made easier through the use of filters.

Filters: to use or not to use

Filters quickly refine products listed at sub category level via the selection of a product attribute (specific piece of information about a product).  

The most common elements to filter by are price (range), size, colour, material, and sometimes brand.  The list of filter types can be extensive and are influenced by the number of product attributes available.  

If the product database is set up properly with the right information being captured in the right fields, a retailer has a lot of flexibility.  

For example Styletread uses many filters including heel height for women’s shoes, an important part of women’s shoe selection (I wouldn’t know). It takes a lot of planning and organisation of a database to get to this level of filtering, but if it supports and enhances the buying process, it is worth the effort.  

Caution #1. Do not overuse filters.  

It’s important to understand the mechanics of filters to understand why this can pose a problem. When a filter is selected, the digital infrastructure sifts through the entire database to determine if a product has the attribute selected.  

If it does, the site displays the product within that category. This can pose problems as seen on Styletread. Select a filter and see how long it takes to display your selection.  

At the time of writing this article, it took at least three to four seconds for the first filter selection to display products. Why?, because it is working through a massive database.  

This was tested at numerous times for five consecutive days in a row to avoid the possibility of Styletread having a bad day. The results were consistent.  

If the infrastructure is not prepared, filters can slow your buying process down to the point where frustration will result.  The slow response of sites in displaying products once a filter is selected is common.  

An example of filter selection producing results very quickly would be Zappos.

Caution #2. Do not use filtered results as landing pages.  

Filtered sub category pages do not comply with best practice landing page layouts and should not be used as destination URL’s for adword campaigns. The purpose of filters is to enhance the buying process.  

If a retailer feels brand is an effective filter type, then use it, but don’t stop there. A brand (with demand) should have its own category.  

Examples of retailers using brands as filters and categories can be seen by both Zappos and Surfstitch. When the focus turns to an acquisition strategy (through the use of adwords), retailers cannot control the filtered results pages.  

Category pages can be manipulated to display content in whatever form necessary to achieve relevancy goals and deliver a high standard of copy, images, and video. 

The same argument goes for high demand terms which incorporates style i.e. ‘Women’s High Heels’.   

Naming convention

Do the titles of your categories and sub categories make sense? Not to you, to your target consumer?  

Developing a naming convention for categories and sub categories to align to the demand of your target consumer is an SEO fundamental, but more importantly this discipline facilitates the creation of category names that makes sense to the people using it.  

The biggest challenge comes from traditional bricks and mortar retailers who have category titles cemented in legacy systems.

Decision-making has always been an internal one, driven by the various teams: buying, merchandising, marketing, and senior management. This traditional discipline needs a shake up and an outward focus as opposed to an inward one.

If a young gentleman is looking for a long sleeve garment for winter what is the proper terminology for the sub category?: ‘sweaters’, ‘hoodies’, ‘pullovers’, ‘jumpers’, ‘sweatshirts?  

Step one is to select a title that makes sense (common sense always prevails).  

If there is more than one option (there usually is) go where the demand is. To assist in the decision making the use of your own analytics (review site search data) and Google’s keyword research tool is all the resource required (make sure you use phrase match when conducting your research).

This is not the sexiest or buzziest of topics, however, get this right and you will be rewarded with improvements in engagement, SEO, adwords ROI, and overall conversion rate. 

Posted by robiganguly

This post was originally in YouMoz, and was promoted to the main blog because it provides great value and interest to our community. The author’s views are entirely his or her own and may not reflect the views of Moz, Inc.

Mobile app growth is stunning (and changing your business)

As I shared in a prior post about inbound marketing for mobile, the growth of the app ecosystem is simply extraordinary. A few weeks ago we learned that total app store downloads have eclipsed 100 billion with no signs of slowing down. The tremendous growth in this ecosystem is a testament to something that every marketer needs to understand:

Your customers are all moving to mobile.

Whether it’s the mobile web or mobile apps (the chart below tells us it’s all mobile apps these days), the evidence that consumers are flocking to their mobile devices is overwhelming. As a marketer, our first task is to find where our audience is and where it’s going.

Today, the answer to both questions is increasingly: mobile.

Mobile’s unique properties present us with a new set of marketing opportunities — new ways to learn about and connect with our potential customers. To name a few:

• Because your mobile customers are treating their phones like extensions of themselves (check out this recent Pew Internet study), they have invited us into a more personal and immersive aspect of their lives.

• This new dynamic means that we, as marketers, can develop truly deep connections with our customers through digital channels.

• The kinds of relationships we have been able to foster in person are now possible through software.

This very personal device has a downside

There are some meaningful challenges to the mobile app channel, however. The market for apps is already extremely crowded. The quality bar continues to rise rapidly and the era of the “get rich quick” apps has long since passed.

Because consumers download so many apps on a regular basis, they’re very used to abandoning your software and maybe even deleting it. As a result, the largest problem in the mobile app ecosystem is really app retention. Within 3 months, over 3/4 of your customer base is gone, never to be seen again.

With average pay-per-install prices costing over $1.50, the shape of this retention curve is really disheartening to app marketers. It means that a lot of installs are going wasted and customers aren’t really happy (one huge reason why mobile app tracking rules).

In thinking through this problem and working with thousands of app publishers, we’ve come to realize that there’s a simple equation behind each and every business in the mobile app space. We find that it’s a helpful way of understanding how to grow and build your business. Understanding the math of the app business helps marketers, product managers and mobile business owners prioritize their investments in order to grow their business.

In today’s mobile environment, many marketers are myopically focused on the installation number. While that input is important and a very strong reason to invest in a proper App Store SEO strategy, our equation clarifies that it is but one of three crucial components. App marketers need to be more focused on:

• Increasing their mobile app retention in order to maximize LTV

• Analyzing and improving their Average Revenue Per User (ARPU)

So, how do you grow your app’s retention?

As the CEO of a mobile app feedback and engagement company, I get to talk to a lot of mobile teams about the problems they face on the retention and monetization side of the business. There are several key ways in which innovators are increasing mobile retention and driving meaningful business results.

Analytics and iteration

Many app publishers are working with analytics packages from Google, Flurry, Kontagent, or New Relic in order to better understand their customers’ behavior inside the app. By creating various events to track specific actions taken and watching the breadcrumbs of data left behind from consumer interactions, app publishers are able to get a much better sense of what happens once they’ve launched their app. Using that data helps identify places of popularity and places of exit. Using analytics to drive iteration on the product is a helpful piece of growing your retention numbers.

Consumer Engagement

Consumer engagement is a phrase that’s used often these days but that requires more specificity in order to truly be helpful to app marketers. Engaging with your customers helps you make a product that will drive better retention, higher customer satisfaction and inform your product roadmap. In the mobile app world, there are 3 important ways in which you can connect with your customers:

1. Feedback: Listening to your customers and making it incredibly easy for them to give you feedback is a must-have for every app. There are people who are willing to look for a way to talk with you and tell you what they like, what they’d like improved and what is causing confusion already. These are your most engaged customers. Embracing and empowering them drives their investment in your app and company even higher.

2. Customer research: Every company with an app has a built-in audience of customers to conduct research with and learn from. Tapping into that audience for specific research (i.e. Did this product feature land as we expected it to? What are the demographics of our audience?) is an important engagement mechanism that often informs the product, marketing, and executive teams at the same time as involving customers in the betterment of the product. These involved customers tend to stick around a lot longer.

3. Targeted and personalized communications: Because mobile is such a personal experience, the old methods of communicating with customers (email blasts to your list, direct mail to everyone, advertising spend to find your audience) are not nearly as useful. More importantly, in the face of the tactics others are using, they make your brand look a bit clueless. Instead, it’s possible to communicate with your mobile customers based upon the actions they take, the groups that they fall into and the questions they ask of you. Using intelligent in-app communications to generate conversations and follow-up in a personalized manner allow your brand to deliver a 1:1 experience for every consumer, which brings them back to your app on a regular basis.

Interested in more specific resources about driving retention?

We’ve scratched the surface about the retention problem and how to address it, but there’s a lot more in the way of resources out there for mobile marketers. Here are a few that are helpful and specific:

• Urban Airship’s white paper on “good push” can help you understand push notifications and the difference between a well-targeted campaign and spam

• OMI’s piece on using analytics to boost retention is a helpful overview of setting up studies and using data wisely

• The Apptentive guide to increasing mobile app retention was compiled after 100s of customer interviews and walkthroughs of tactics and specific outcomes

Retention’s downstream impacts:

In addition to driving up the retention aspect of the app business equation, increased retention actually fuels two significant long-term benefits, illustrating how interconnected each of these components are:

Boosting downloads

When apps increase their retention, their overall audience grows. As a result of the growth in their audience they end up with better app store performance because their larger, happier customer base is more likely to talk about them and share great ratings and reviews in the app store. In addition, the larger, more engaged audience is more likely to spread the word with their friends about the app. A more engaged, larger audience proves to be a significant engine for organic download growth.

Understanding your customers better

In order to drive higher retention, marketers need to understand their customers better and develop better relationships with them. The side effect of the work required in order to get to know customers better is that you understand the language that customers use and the things that customers care about most. Using that understanding to shape your further marketing efforts can yield significant increases in efficacy because you’re using customers’ language instead of your own. Very few things are as powerful as speaking to someone in their own words.

The deeper goal: meaningful customer relationships

Ultimately, mobile marketers should be focused on developing long-term value for their clients and brands. Through the mobile channel’s unparalleled ability to deliver a personal experience and the opportunity to be with a customer everywhere they go, the notion of lifetime value (LTV) has become even more important. As inbound marketers, many of us have felt first-hand the effects of measuring traffic sources and understanding that the most relevant, invested, interested customers are our most profitable customers. We are past the days of trying to acquire every customer possible and have moved on to doing much more value-oriented great marketing, marketing which invites our customers into an ongoing conversation that is more give and take and less broadcast and pray.

When you create meaningful relationships with customers, customers see your company as a more human organization, one capable of listening and learning. Along with this more personal perception comes a more robust public image — consumers give your company leeway and understand that you will make mistakes along the way. Developing organizational tolerance for mistakes extends to your customer base: a deeper understanding of the people behind the app helps you keep your base of supporters on board when you make mistakes.

Because of the mobile device’s always on, “five minutes of use at a time” paradigm, it’s incredibly important to try and become a habit of some sort for your consumers. By putting a personal face and voice to your communications with customers, you’re more likely to earn that habitual usage of your app, resulting in outstanding performance.

Finally, a bonus: presenting the case

We know that as marketers many of you struggle to make the case for new initiatives, investments and strategies inside of your organization. Often the question of where to put resources comes down to an analysis of cost/benefit or, put another way, ROI. As we’ve worked with a number of companies where this has been an important piece of the puzzle, we’ve created a simple sample equation you can use to highlight the benefits of investing in customer retention and happiness.

In this example, we’re making very conservative assumptions about the impacts on installs and retention and not even assuming any impact on ARPU. Many businesses find that their happiest customers spend 1000% or more of the average consumer, so this is a place where a lot of ROI is uncovered over time as well.

Feel free to borrow it for your own purposes, we hope it’ll help you grow your business and be more successful.

Finally, please let me know in the comments if you have other tips for making the case for customer engagement and retention or if you’ve employed other tactics that I haven’t mentioned.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!