SES San Jose – Special CMO Focused Track

This newly reformulated C-Suite track at Search Engine Strategies San Jose takes the conference to a new level by providing a truly strategic view into the mind of the CMO.

With the exception of the last session, the track is agency free. Only actual senior marketers from large and small brands are speaking. Not that agencies donít have anything to offer in this track, we wanted to hear from the marketer themselves what is happening and why is it just so damn hard to close that digital divide and make search a larger part of the overall marketing mix.

I have been knocking a the C-Suite for over 10 years trying to get them to understand search and have been the most successful when I put it into terms they can understand.

The C-Suite and the average Search Marketer are in two different worlds and until we in the search community can learn how they think and speak a language they understand we will never gain the mind and budget share search marketing rightfully deserves. As humbling as it is, Search Marketing is just not that important to take up much time in the mind of the CMO. It is not until we can understand and then integrate with those key concerns that we will get deeper into the organization.

We have created a special hash tag for the track to start getting questions and comments in advance post them on Twitter using #sescmo. If you have something you want to make sure gets covered, a question for the speakers post it at that hash tag and we will integrate it into the event.

The following is my interpretation of the sessions and the link to the actual description.

The Adaptive CMO: A New Paradigm for Digital Marketing

The first session will be a solo session from my previous boss, Brian Fetherstonhaugh, the Chairman & CEO, OgilvyOne Worldwide.

I suggested Brian for this session since he has a perspective that is unlike most at a large ad agency and the CMOís he works with that needs to be shared with the SES audience.

Brianís session will set the stage for this C-Suite track and will provide a strategic view of how marketing is constantly evolving and will define the critical role that search must play. He will describe the Mind of the CMO and what we as Search Marketers must to get time in that crowded space.

I look to Brian to motivate the audience and speakers to understand the CMOís agenda and how we can collaborate with other marketing disciplines and tear down the silos. To understand we need to stop running individual races but join forces and work on passing the baton between activities to increase the performance and return on precious marketing dollars rather than competing for time and budget.

The View From the CMO’s Office

The second session of the morning tries to help us understand that illusive mind of the CMO and how they view search to get a better understanding of how we can work to push the right buttons to achieve greater awareness and a larger share of the pie.

I will moderate this presentation free session in the form of a Q&A with these senior marketers to really try to understand why there is a disconnect and how we can move forward in a more collaborative manner. The goal of this session is to explore what we can learn from each other. What do we as search marketers have to do to make the CMOís more aware of the value of search and social marketing activities.

The panelists of this session will represent the challenges of the CMO from two viewpoints: the traditional CMO and the CMO who has made the move to digital. The speakers for this session will provide interesting and candid insights into their world that we can all benefit from. I will do my best Larry King to try and pull from them the things that keep them awake at night and what keeps them from spending larger shares of their marketing budgets on digital techniques.

The panelists for this session are:

  • Gina Poole, Vice President, IBM Software Group Marketing 2.0, IBM
  • Liz Miller, Vice President, Programs & Operations, CMO Council
  • Kevin M. Ryan, CMO, WebVisible, Inc.

Integration: The New CMO Imperative

Fionn Downhill, CEO & President, Elixir Interactive will moderate this session which was one of the most popular at SES New York. Fionn will get to the heart of the issue that Brian will discuss Ė the CMO Imperative of integrating digital into the overall marketing mix.

The session will discuss the popularity of sites like YouTube, Twitter, and Facebook and how brands increasingly need to engage with their customers outside their website. The speakers promise to offer proven strategies for increasing brand awareness and protecting brand equity in today’s socially connected web as well as tactics that can be implemented in today’s resource and budget constrained environment.

Panelists for this session include:

  • Jessica Kornacki, Vice President of Marketing, Endless Vacation Rentalsģ by Wyndham Worldwide
  • Sam Decker, Chief Marketing Officer, Bazaarvoice, Inc.
  • Gary Spangler, Corporate E-Marketing, DuPont

Budget Migration: Going Digital Without Impacting Your Brand

Fionn is up again moderating this next session on how to effectively shift money into search and social media. As I have always said there is ďno new moneyĒ and we have to demonstrate how we will spend it as well and preferably better as the tactic we took the money from.

The speakers for this panel have been chosen since they have successfully redeployed significant resources† from TV, radio and print and into digital tactics and they lessons they have learned around developing a business case, metrics and collaborating with other tactics to get maximum value from their budgets.

Panelists for this session include:

  • Crispin Sheridan, Senior Director of Search Marketing Strategy, SAP Marketing
  • Eli Goodman, Search Evangelist, comScore, Inc.

Performance Pricing Models: What Every CMO Must Know!

With many marketing organizations feeling the pain of financial pressures, pay for performance-pricing models are gaining popularity in search today. And why not, if search and social are the greatest and most effective marketing tactics why donít we reward performance?

In realty it is nearly impossible to do. Brands donít have or wonít deploy the metrics and infrastructure necessary to truly measure success that would reward the agency. Even if they do have the metrics to demonstrate success many marketers are shocked at how much they actually have to pay in a performance program.

While it sounds daunting there is hope. The panelists in this session will cover the keys to developing a successful pay for performance pricing model including a thorough overview of the concept, how it can be applicable to both PPC and SEO, the chief benefits it offers. Moderated by Andrew Goodman from Page Zero Media will ensure attendees will receive actionable advice on the critical success factors needed to make a pay for performance model work, including the role of goals, benchmarking, performance metrics, historical data, scenario analysis, and tracking.

Panelists for this session include:

  • Paul Wilson, Chief Revenue Officer, iProspect
  • Andrew Beckman, President, Location3 Media
  • Vivek Bhargava, Managing Director, Communicate 2

I am looking forward to this track to help both senior marketers as well as search marketers understand the role and value of the other and forge new ground, ideas and approaches to better integrating search into the marketing mix for exponential success.

Register now to be part of this ground-breaking event!

Integrating Search & Social Media via Press Releases

There was a brilliant article in ClickZ from Julie Batten recently about Leveraging Social Media Buzz for SEO Success.
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I think Julie does a great job of explaining the opportunity and end result of integrating search and social which has a lot of enterprise marketers giddy with anticipation of flowing links and higher rankings.

When someone submits, shares, or promotes your content on one of these sites, they typically include a keyword-rich link to your content. As this content gets shared over and over, your site generates more inbound links. Therefore, your link authority increases over time, along with (hopefully) your organic search engine rankings

While I do think there are brilliant opportunities to be leveraged, we need more focus on how to operationalize this new opportunity in large or small companies.
Based in my experiences over the past few years working with F100 companies to achieve this level of interaction would take no fewer than 50 meetings to build the basic of the integrated workflow required for even minimal success.
One of the biggest problems is that half of them would spend a ton of money with clueless agencies doing “social media campaigns” while the other half will be bogged down conducting studies of the ROI and implications of working with their brethren before they would even start to change their collective antiquated best practices.

One of the simplest things companies can do to improve the integration is to add keyword rich links that point to the products they are announcing in their press releases.
I have shown clients numerous examples of bloggers and review sites who have provided almost immediate feedback from just the press release announcement of a new product but many of them still refuse to add direct links.

Current Problem: Restrictive Press Release Policies

Press Releases are one of the most effective methods of generating awareness and yet they have not fundamentally changed in many years.

Many PR companies and internal teams still only focus on getting the big story through their relationships.  That needs to continue but there is massive opportunity to leverage the distributive impact of digital press releases.   Even those that are using digital distribution tools are not putting the right links into them.  Most F100 companies will not allow any links other than that to the home page or back to their own press centers.  This is a massive waste of opportunity to generate quality links and generate traffic.

Opportunity:  Give PR new Performance Metrics

One of the most successful ways I have found to get PR teams to look at social media and especially press distributions and blogger outreach is to give them credit for their efforts with metrics.


Compliment to Press Clippings:

PR teams love the fact they can show how much play the release got on the web. Many blogs simply suck in the releases into their sites as they go out.  This makes for a great screen shot for the press teams.
Simply recommend that a few days after the release goes out simply take the subject line of the release in quotes and do a Google Search and we see how many people picked up the release.  For example

On June 19th Sony put out a release that about their new Vaio NW series notebooks with Blu-Ray DVD technology with the subject¬† “NEW SONY NOTEBOOK DELIVERS STUNNING BLU-RAY ENTERTAINMENT AT ENTRY-LEVEL PRICE”

A quick search of Google:

sony_press-release1

As you can see a number have the headline just as they sent it out.ÔŅĹ In fact, 3 days after the release went out Google shows 16,800 pages with this exact release subject included.ÔŅĹ I think this may be as impressive as the actual articles they generated via traditional outreach.

sony_2a

Show how much traffic they drive:
Sony has obviously seen how effective this can be since they have included a link in the release directly to the ecommerce page on SonyStyle where people can get more information or purchase the product when it is available. For those that don’t/can’t put links to a product page you can use blog and review sites as a proxy.
For example:
The release was picked up by SlashGear, a popular electronics site and was edited and put on their site within a few hours of the release going out.

slashgear1

At the time of this writing, SlashGear came up #4 in Google for “Sony VAIO NW notebook”. ¬† The editor took nearly all the information from the press release and has a link back to the press release on Sony as well as to the product site.¬† If the PR team were to look in their web logs they could see, starting on June 19th, how much traffic the link they got in SlashGear and add that to their reports.

If the PR team reviews the sites that have listed the release and included the links they can send the list of the more popular sites to their web analytics team and mine the data over time.  In one case where we did this at Global Strategies we had a client generate over 150,000 unique visits over a ten day period from a single release distribution announcing a new product.

In the case of Sony, since they put a link to the product page in SonyStyle with a unique URL/redirection they are able to track how much traffic was sent from the press release and potential how many sales were generated.
I think if we can all start offering more actionable advise to companies on how they can really leverage the integration of search and social we should have greater adoption in the future.

CMO’s admit being behind the curve on digital marketing– finally

So says a recent report titled – “The Digital Marketing Standard: Executive Perspectives on Digital Marketing.” I was fascinated by the obvious disconnect between reality and the data.¬† I will interject my commentary below.¬† I have requested the full report but only have the various released material to comment on. [Still have not received it 4 months later – so much for outreach]

This report was developed by top executive search firm Heidrick & Struggles and Atlanta-based digital agency Digital Scientists to determine current marketing objectives and the role of digital marketing in achieving these objectives. ¬† To get these findings they interviewed more than 100 senior executives with decision-making or budgetary authority over their companies’ marketing spending.

This is my favorite excerpt of the report from the Digital Scientist blog:

“Citing a disconnect between their own personal capabilities and how the companies they work for are performing in the digital marketing arena, nearly 75% of respondents describe themselves personally as “at the cutting edge” or “right where they should be,” while 60% believe that their companies are “behind the curve.”

Hello!¬† I am cutting edge but the very team and activities I am “responsible for” are behind the curve! What is the problem?¬† The research points to a number of things but still does not really directly identify what causes the disconnect between the CMO and the company being “behind the curve”.
I honestly have found very few CMO’s to be “cutting edge” or even “digitally savvy” especially in more traditional businesses. ¬† I guess in a self-selecting survey you are either not going to say you are clueless or maybe they just don’t know you are clueless about digital marketing.¬† I am not saying all are “less than cutting edge” but if you look at the digital divide of most of these companies it is very apparent there is a disconnect. ¬† There are many “cutting edge” CMO’s in smaller companies since they have already found it an effective way to beat the big dogs.

This disconnect is actually the root of the problem and why there is not more in digital¬† – the marketing mix.¬† For a CMO to say they are “cutting edge” and yet their company is not is a disconnect in reality since CMO’s set the marketing and advertising direction of the company and if they can’t or are not who is to blame?

Other key findings include: [taken directly from the release]

Proficiency in digital marketing is highly valued, but under-delivered
Almost half the respondents (49%) agreed that it is important for the CMO to be proficient in digital marketing, but only 13% said that their companies had developed the internal talent required to develop and implement growth-generating digital marketing programs.

Comment:¬† Ok, here is the little nugget that supports my comments above. ONLY half of the CMO’s think it is important for a CMO to be proficient in digital marketing.¬† Until I get the full report I won’t know the definition of “proficient” but I believe it should be something like – oh, I don’t know –¬† “Understand the strategic implications of digital marketing and fundamentally how the various tactics can be leveraged to achieve marketing goals.”¬† If we take something this generic as a definition, I am amazed, but not surprised, by the statement.

I think this will be a great market opportunity for Heidrick & Struggles since once these old school companies start getting their asses kicked by more “insurgent” companies they will wake up and start replacing some of these CMO who don’t respect the power of digital.¬† Those replacements will start changing their equally outdated agencies that continue to advise them down the back roads of marketing.

Over-reliance on outside agencies
To fill the capability gaps in digital talent within their organizations, 45% of respondents felt that they would need to turn to external partners and agencies.

Comment: This is a problem. Since few CMO’s really understand the tactics many will choose agencies that also don’t understand it or that don’t want to shift money out of traditional marketing channels.¬† I have seen way to many agencies who want to “experiment” and “learn” these tactics on the clients dollar rather than having experience.¬† I do think there will an even greater use of small aggressive specialist agencies in the coming days.¬† Many of the F100 companies I was working with at GSI have already started to shift much of the cutting edge digital work to smaller, more aggressive and less expensive digital agencies.

I strongly suggest that when CMS’s go and get this support from agencies they really need to make sure the agency has the right skills.¬† Too many large agencies try to cobble together a “hot capability” based on clients asking for it with no real expertise in that area. I think this opens up a huge opportunity for smaller specialist agencies to gain access to large company projects.

Analytics and SEO are key growth tactics
The survey revealed the top four marketing tactics for growth included:  ROMI analysis, website activity analysis, CRM tools, and SEO, while the bottom of the list included video and mobile ads and contests/promotions.

Comments:¬† This is a no brainier.¬† CMO’s desperately need to prove to the CEO and Board that they are spending precious resources effectively.¬† Every company I have worked with have many projects going to better show the ROI and performance of marketing and advertising.

The biggest trend I have seen at marketing conferences is attendees trying to find ways to get more out of the current marketing budgets and traffic they are already getting.  I had a Senior Marketing executive tell me last week that the current analytics tools just are not good enough for their business and that is why they are not spending more on digital.  I was stunned РI asked him what he was looking at  Рhe wanted to know immediately how many people were buying and where they came from.  I asked him the following questions:

1.¬† What is the bounce rate of people coming to your site? Don’t know what is a bounce rate?
2.  What are your most visited pages? I think the home page
3.¬† What is the highest exit page?¬† Don’t know
4.¬† What percent of your traffic is coming from search? Don’t know? I think a lot.
5.¬† What product converts the best online? We don’t sell online.¬† I then asked him why he cared about what people were buying since they don’t sell online.¬† Asked how many leads are going to sales team? He said there were a lot but many were not qualified.

I see way too many sites that squander precious traffic and don’t have the most basic understanding of their site and how consumers interact with it.

Overall dissatisfaction with company’s marketing effectiveness

Only 12% of respondents indicated their company was improving the consistency of its marketing and sales communications, and less than a quarter are very satisfied with how their company is conducting ROMI, website activity analysis, CRM, and SEO.

Comments:¬† Nothing to add – data says it all ūüėČ

Need more IT help
Sixty percent of respondents reported that the marketing department has primary responsibility for the all-important analytics, but they want IT to share this load: 44% of respondents want IT to take responsibility for analytics.

Comment:¬† I have previously written that this is one of the largest opportunities for agencies is to help with analytics.¬† In my experience 8/10 installations of analytics tools are done incorrectly which is the main reason they are so hard to manage.¬† In every project we have worked on in the past few years we have had to rework the analytics tools just to track the fundamentals.¬† Again, I don’t have the report so I can’t comment on what they want the IT team to do –¬† maybe help install it and get it working so that proper data can come with it.

Note to analytics companies  Рin talking to clients and many at a recent conference the #1 issue and frustration of clients is the lack of adequate training.  To clients, most of you have paid a considerable amount of money on these tools and yet they seemed simple to use that you did not invest in the training.  Rather than shift the blame to IT or Marketing you should start working on getting it installed and get the right data collected and people trained to mine it properly.

Few want to focus on global growth right now

With problems at home consuming the attention of the C-suite, expansion into new geographies ranked dead last among all specific strategies cited in the survey, and was seen as very important by only 13% of respondents.

Comment : While I understand this and part of me agrees.¬† There is a big world out there and much of it is reachable via digital.¬† One of the best ways to reach of these markets is via search and many of the other digital tactics which will be a lot cheaper and more effective than TV, billboards, and print.¬† Don’t capture the globe but pick key markets

Search Developer Summit

Vanessa Fox has put together a killer must attend Search Developer Summit (unfortunatly, I will be in China) scheduled for June 12th in San Francisco.† Vanessa’s Jane and Robot is hosting it jointly with Microsoft.† If youíre a web developer or SEO, this is a great opportunity to hear directly from other developers who have been there, as well as search engine reps, on best practices for building sites that can be easily found by search engines.†† There will be lots of case studies, discussion time, and Q&A with the experts.

Vanessa says lunch and afternoon drinks and snacks are included for the amazingly low price of $49!† Space is limited so register now before it is sold out.

Bing Shopping Search Review

Bing Shopping is one of the key vertical categories in the new search engine. You can do a search for a product and it will understand that you are looking for information related to products. Microsoft’s goal is to give you the “best answer” for your products searches.

Starting with a query like “Nikon digital camera” brings back this result :

bing_nikon_camera2

Clearly paid search ads are at the top of the page followed by the most searched products with their pictures and individual “product” information such as image, prices and review results.
Below the shopping element are the organic listings with the first being for Nikon’s Home page.

On the left side of the results page is what Microsoft calls the “Explorer Bar” which gives the most searched categories related to this product¬† – we called these “Trailhead words” at GSI which were used to describe major segmentation of keywords.¬† Click in on these will re-query and present results unique to that intent.

bing_shopping_2

Once you click into a product they have created an interesting user experience that gives the searcher most of the information they need to make decision to buy the product.  Research shows that the number one reason to shop online is save money which is why on the first tab takes you to price.

bing_shopping3

They also have two segments of reviews with both expert reviews (professional and reputable review sites) and user reviews (which are general one off reviews of products. The difference between the two are related to the source and a weighing on volume and quality of the reviews.

I can see that this may be an issue for many review sites that make a living with Adsense ads because Microsoft has scraped it and then has the option to preview the page in the hover window rather than taking you to the site.¬† If you don’t have a compelling page and/or links that compel the searcher to click over you may never get the clicks. Note, a user can click the URL and go directly to the site so it just depends on the mindset of the searcher and the adoption of the hover functionality.

According to Microsoft, 80% of all purchasers make have done a review of the product online.  Typically do many searches and look at lots of sites for reviews of products or services before they make a decision.  As a result of this research they have really worked on their review functionality.

Microsoft has integrated a great review functionality that allows searchers to get a snapshot of the aggregated reviews in an easy to understand format.  Microsoft has updated their crawlers to go out and pull in, aggregate the reviews into a weighting system.  In addition to just the aggregated content they are mining that content for sentiment and capture other sentiment of those features in the reviews.

bing_review_categories

SEO Tip: Make sure that your product information sheets, press releases, and blogger outreach content are addressing the elements of the reviews so that people reviewing your products have the information on these attributes so they can be integrated into their reviews.

SEO creates more problems than it fixes

Just before I left on vacation I had an executive make that comment to me after explaining some of the issues that we found on the site.   This is actually more common of a response than you think.

SEO, unlike many other forms of marketing requires you to look at many facets of the web site and ask what can turn out to be hard questions and choices for many companies.
The reality is most web sites suck and are not built with consumers in mind but to showcase business units, egos or products.¬† Many of the people who create them have no idea of how to sell anything.¬† We can’t blame the developers since they are only laying the code that enables the features and functions identified by the information architects, web strategists and marketing teams.¬† These are the people who believe they need to boast about how good they are while not bothering to think about how a consumer might actually want to interact with their content.
Here are some other issues I have recently faced:

Hierarchical Navigation

Most sites are built around the assumption that a visitor would only come to the home page.¬† We commonly have this conversation with large brands.¬† We are told If someone wants a “big red widget” they know we are the leader so they will come to www.bigcompanysite.com and start interacting with us.
When we look at their analytics we can often see a significant decrease in traffic t the home page but overall site visitors are the same or increasing.  When we look at most common point of entries it is often a popular product or category of product with anywhere from 10 to 60% of the entire site traffic going to a set of internal pages from search engines.
When this is explained to the client they get frustrated and simply state they don’t have the time or resources to fix the content and navigation at the lower levers and put not on the wish list for the next update.

Template Changes

I have been preaching for years about the economies of scale that can be realized if we can make some of the most fundamental changes to we page templates. I have publicly presented examples from IBM where a single template update in the US which was implemented in 100 countries resulted in the local market page for that keyword phrase ranking in the top three position in over 50 countries with a month resulting in a exponential increase in traffic.
When we present these and the supporting content as well as the business case we are presented with anger and a myriad of excuses that you would not believe. ¬† The most common after “our standards won’t allow that change” is “our developers are too busy adding new bells and whistles that they can’t make the template changes” and on goes the battle.
So why are we plagued by this lack of support for change in both thinking like a consumer as well as developing sites that will generate exponential traffic at a cost significantly lower than any other form of marketing?

The most common reasons I have identified are:

Lack of Understanding:
This lack of understanding ranges from fundamentals of consumer behavior, ecommerce best practices to the basics of search optimization.  Developers often build segments of the site independent of each other to specifications and requirements  Рmore of this is happening with rapid prototyping and agile computing techniques.
Organizations must start integrating the development process with key QA check points to ensure that the site is developed with the original goals in mind.

Lack of Concept Police:

Another example, a few years back I was brought in as a web marketing consultant on an information hub site.¬† The primary revenue streams were to be banners followed by selling and up selling publications and additional information along 40+ topical interest areas.¬† As the large agency was presenting the first set of pages for the site everyone was oohing and ahhing over how beautiful the site looked and how fast it was loading.¬† Since it was the first meeting I was in and they were not ready for me I was quietly squirming in my char.¬† The CEO of the company noticed my obvious displeasure and asked me if something was wrong. ¬† I simply asked “where will the banners go?” and the room was dead silent –¬† the creative director quickly responded “Well there is obviously no room on the page” and I, somewhat stunned, responded “but that is how they plan to make money”.¬† More silence followed by frustration by the developers.

We moved on to the database team which showed the schema.  Once they presented I guess I winced a few times during the presentation prompting the CEO to ask me, sort of sarcastically, if I also had problem with the database structure.  I asked the database agency where were the 40 fields to capture topical interest as well as the dynamic triggers to map to new content to interests which could generate a list of names to ping to tell them there was new content in their area if interest.  I explained to the database developers that upselling known interested prospects was the second form of revenue.
The moral of the story, where was no one on any of the teams who was ensuring the site matched the original objectives for making money.  In the end, they lost months working with people who only wanted to create something pretty rather than functional that helped achieve the business goals.

Organizations must be brutal in their enforcement of the business of objectives of the site.¬† If you do not you will end up with millions of pages which don’t work hard to achieve the goals set forth to justify its existence.

Lack of Integration:

Quite often all of the representative teams and disciplines are separate and none of them work together making it impossible to ensure a synchronized message.¬† Often the search team comes in at the end to “fix” the site to rank well rather than in the beginning to ensure what is developed will be friendly with search engines. This is the true money savings and force multiplier companies need.¬† Integrating search into the workflow as well as analytics will increase the effectiveness of sites exponentially.

We have worked with large companies like Samsung to integrate content, analytics and visitor flow into the development process which not only yields benefits in the main market like the US but to any market where the end result is deployed regardless of language.

Unwillingness to Change Process or Precedent:

This is a wide segment ranging from a simple unwillingness to change¬† – lets just keep Frankensteining the site until it looks like Jed Clampet’s old shack in the woods without any thought to how the precedent or process is negatively impacting the site.¬† Too few people will speak of about things they know are wrong especially in today’s climate.
At least a dozen times a week I am told about some rule or regulation that prevents a change on the site yet no one can produce the documentation or who make the rule.¬† In the majority of the cases when the reason there is an issue is articulated to the approving authority the change gets made. ¬† At IBM about four years ago the Web Effectiveness team and I reviewed the Style Guide and identified well over 100 changes to the styles and writing rules to make them more search friendly. In the end, of the 100 recommended changes, only a handful needed more justification and for those we could not give enough justification for they were granting exceptions to those BU’s who believe it was the right thing to do.¬† Once we had definitive proof from the test we make the case and got even the most rigid rules changed.

Arrogance

A few years back I had a heated debate about the most logical pathway of visitors to the site and what their intentions were.  The lead Information Architect actually told me to shut up and leave the meeting.  As I looked rather stunned he went on to explain to me that he had a PhD in consumer behaviors and Usability and knew what was best for the site.  About six months later the site was updated to take out those lab proven best practices and replaced with good ole common sense and pathway analysis proven navigation and content.

The net is that we need to all stop and take a deep breath.¬† All web owners should adopt one of David Ogilvy’s mandated in his agency “We sell or else” – and I believe much of the crap and stupidly that goes into web sites an optimization programs will be eliminated since job one will be moving product and how to do that the most effective way possible.

Digital Marketing commentary from a global marketing road warrior.