Digital Marketing by Numbers revisited

I presented a revitalised version of my approach on how to map organisational objectives to tangible and effective KPIs at last week’s Linkdex Think Tank, exploring how you can use the resultant framework to become truly data driven.

The biggest challenge in becoming truly data driven is one of language and process. My framework for aligning strategic business objectives to tactical activity and tailored KPIs ensures that senior stakeholders have confidence, that recommendations align to organisational goals, that efforts are measurable and produce tangible outputs, and that the whole process is simple and transparent. Tried and tested by some of the world’s largest organisations, the framework can transform companies and put data at the heart of the decision-making process.

Getting Around Finance – Keyword Research & Tagging

In order to win in competitive markets like finance, you need to understand the market, your audience, and the opportunities. You can only do this from an orbital view of keywords, language and behaviour – and to then zoom in to specific niches and areas of focus.

Stop thinking about ‘keywords’, and start thinking about keyword ‘families’ – groups of contextually related phrases which indicate similar need groups; from synonym phrases through to simple typos, there’s a world of insight you’re missing out on.

Measurefest – Data Layers 101

A whistle-stop tour through the concept of the data layer, why it’s not just techy-stuff, and some of the real-world applications and implications of adopting your own.

…featuring such exciting topics as ‘Hands-on tips and tricks for Google Tag Manager’, ‘Reducing your dependency on frustrating development challenges when al you want to do is get a tag live’, and ‘Doing really clever stuff with variables, classifying user types, and scoring behaviours’.

Operational SEO Big Think: Organisation Hacking

Building a business from the ground up is a great opportunity to develop amazing content, disrupt, and embrace effective SEO. But what about established organisations – those with entrenched processes, legal teams, departmentalisation and small marketing teams?

In the real world, large businesses don’t change direction quickly or easily. Many organisations struggle to develop content strategies, implement technical changes, and embrace modern, integrated, effective SEO not because they don’t want to or don’t understand the opportunity, but because they can’t. It’s too big. Too complex. Too hard.

So, as a consultant or in-house practitioner, how do you effect change and move the needle?

I share some practical, tactical hacks for getting things done in a world which struggles to live up to our expectations.

The Golden Age Of SEO?

I think that our industry is the best that it’s ever been, but, perhaps, also the best that it’ll ever be. Is it only downhill from here?

Our industry is at a pivotal moment. We’re in a time where the people, agencies and brands which truly understand, practice and reap the rewards of SEO have a unique blend of experience. They came through the turbulent last few years, learned, adapted, and became well-rounded, sophisticated marketeers. Those who failed were left behind – or will be soon.

In many ways, SEO is now both simultaneously easier and harder than it used to be. The concepts are ‘large’, but generally straightforward – and many of the problems are now often political, organisational and educational, rather than just technical, tactical and scalability challenges.

The people who are winning, now, however, understand and excel in both of these areas. They can code and understand the world of PR. They can scale processes but also understand the value of individual relationships. They can understand business requirements, and join them up to tactics which deliver results, and which win hearts and minds.

Getting all of these things in one place, person or company is hard. They’re heavyweight and distinct skillsets, applied with experience and expertise. The blending of the worlds of SEO, PR, web development and real business creates an increasing requirement for digital polymaths.

In the coming years, it’s likely that these worlds will further blend, and that successful individuals who enter the field will become hybrid, semi-technical online marketers and researchers. New entrants will be highly capable of creating, maintaining and capitalising on relationships, on building brand equity, social currency, and large-scale influence. However…

None of them will be specialised in the way that we, here, are today. None of them will have the breadth *and* the depth which we’ve been forced to evolve to survive. Our technical practitioners of yesteryear have learned to build real relationships. Networkers have learned to read server logs. Campaign strategists have learned to understand the link graph.

Through a forced evolution, we’ve become super-marketers who understand the whole ecosystem. We’re the TV marketers who also understand radio, print and event management. We’re the playwrites who also direct, compose, conduct and perform.

And yet we still struggle. We’re not good enough. Brands don’t get it. Directors don’t invest enough. Organisations don’t change or improve. Shortcuts and quick-win tactics are still the norm. Our requirements are too radical, too complex, too challenging.

The future doesn’t look great for our practitioners, either. Schools, courses and education are slowly starting to teach broad but shallow skills across these areas – to create well-rounded digital marketing practitioners ‘out of the box’. We’re producing a generation of people with ‘T-Shaped’ skill-sets, but few who truly straddle multiple verticals in the way we have through our darwinistic struggle to evolve our industry.

Is this as good as it gets, then?

We’ve incredible people who understand marketing, business, tech and Google’s ecosystem sufficiently to be able to take a brand, outline a compelling roadmap to success, and to make it happen. Fear, obstacles and entrenched processes stop things from happening even when our very best people fight their hardest to enact change.

We’re in a golden age, but the clock is ticking, and we’ve yet to change the world enough.