SMX East 2010 cm os

STRATÉGIE INTERACTIVE – 55 AVENUE MONT-ROYAL O., SUITE 999, MONTRÉAL (QC) H2T 2S6

Key insights & metrics for CMOs SMX EAST 2010

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STRATÉGIE INTERACTIVE – NVISOLUTIONS.COM

TABLE OF CONTENT

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Metrics & Trends• History• Web Development Agility• Overall Online Efficiency • Size does matters

Insights• Runner-up brand • Leading brand

Business Cases• Runner-up brand: Canpages.ca• Leading brand: Yellowpages.ca

NVI


LOOKING AT HISTORY TO COMPAREMetrics

Niche’s history, market growth & market cap

Has the niche been crippled by an everlasting leader? Is the market growing fast or uber-slow?

YoY results & ROI

Against yourself; you should try to follow the overall market (hard!) Against your closest competitors Against niches with similar trends

Company timeline of key online events

Do you see patterns repeating themselves?


WEB DEVELOPMENT AGILITYMetrics

Legacy

IT or web-driven systems? Legacy product lines

Release cycles

How fast can you update & nurture the site? Vs the competition? Can you win the features war? Why? If not, then what?

3rd parties involved?

More 3rd parties = can help to fast-track or kill momentum


OVERALL ONLINE EFFICIENCYMetrics

Editorial Do you produce more quality/editorial content than the competition?

Legal How fast can you “legalize” every piece of content you produce?

Webmaster-ing Dedicated internal resources are key to get things done internally.

Lead quality How do you benchmark your Search leads against other channels?


Major impacts are:

1. Impact of corporate structure & # of departments involved

2. Aversion to risk & key objectives (catching up vs staying #1)

3. Access to key decision-makers / impact on momentum

4. Amount of power / linkjuice available within the company

SIZE MATTERS FOR SEARCH!Metrics


Smaller corporate structures & fewer departments involved Agile development, faster release cycles, business model flexibility

Less aversion to risk (need to catch up with the leader) More open to make room for SEO to bridge gaps between them and

the leading brand

Faster access & bigger impact on board / key decision makers SEO represents a bigger chunk of the company’s overall budget With the board’s involvement, less risk of losing momentum

Not a lot of other properties available to leverage existing linkjuice Team up with other runner-ups & relevant verticals to compensate Smart crowdsourcing in order to compete in terms of content

RUNNER-UP INSIGHTSLeading Brand vs Runner-up


Larger corporate structure & several departments involved Rigid development, emphasis on security, slower release cycles Legacy products implies less business model flexibility

Heavy aversion to risk (can’t afford big mistakes) Short-term management: can’t wait 6 to 12 months to see results Usually focused on keeping the pace vs bridging gaps

Difficult access and near irrelevancy towards board members SEO represents only a small chunk of the company budget SEO can be a one VP matter, rarely ends up on the C-level table

Several existing properties to spread existing linkjuice Need to create a global strategy to maximize each property Biggest competitive advantage to leverage against runner-ups

LEADER INSIGHTSLeading Brand vs Runner-up


RUNNER-UP – 2007 & 2008

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Business Cases

Key factors

• Direct access to internal dev team

• Direct access to C / VPs

• Participate in the company retreats

• Fast/Agile development process

• Steady budget, same gatekeepers

• Great momemtum over 18 months

Results

• Organic Traffic increased from 30,000 to 3,000,000 per month in organic visits (from late 2007 to early 2009).

• Canpages became instantly a major player in their niche, helping them raise the company value. They ended up being bought out in 2010.


LEADER – 2009 & 2010

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Business Cases

Key factors

• Web Dev = with a external 3rd party

• Less onsite SEO elements implemented per month

• Access mainly to the VP Digital

• Had to hire an SEO director to fast-track implementations

• Took longer to build momentum as many transitions occured

Results

• Organic Traffic increased from approximately 3.00M to 4.5M organic visits per month (from mid-2009 to mid 2010).

• The company still has to implement several recommendations

SMX East 2010 cm os

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