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How to implement SEO tactics in large companies

There is a perception that search engine optimization does not require any resources. Leaders sometimes think that SEO is simply an issue of editing existing content. As a result, they do not fund or recruit SEO adequately to achieve a real gain in natural search performance.

In reality, SEO is not about changing keywords here and there. It is to optimize a digital marketing presence to meet the needs of the company and its customers. This does not happen without priority, resources and effort.

The biggest concern I hear from customers is that they can not implement SEO recommendations. They could know what needs to be done. But they can not pass the recommendation step.

Sometimes when I make a recommendation, the answer is, "But we would need the computer to do it." You can replace "IT" with "legal", "brand", "UX", "Operations", "product data", "creative" or "strategy".

It is true that SEO requires collaboration with other teams. There are relatively few high value SEO projects that can be done without involving others.

Thus, the recommendations of SEO professionals should address many people in different areas of expertise – SEO, technical, marketing.

It is to optimize the way a digital marketing presence meets the needs of the company and its customers.

Explain what, why

The first step to acquiring SEO resources is to explain what you are asking for and why it is needed.

Many SEOs make the mistake of assuming everyone speaks their language. Instead, SEOs should explain their case with enough high-level information that management understands, and with enough detail to be able to use them as a blueprint.

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For example, say that you need to add a link to the header navigation. The reason is obvious to SEO professionals: this would entail a lot of internal link authority to the page receiving the new link, thus enhancing its visibility and potential to generate natural search traffic and revenue. So, why would not the company want to do that?

But it's not enough to email your boss to request a new header link. Neither ask for a copy block on a category page. Or a new content page. Or any of a number of SEO recommendations.

This brings us to the "why". In most cases, the reason for implementing a SEO tactic is the return on investment, the estimated revenue increase of the recommendation. But there are other reasons. For example, you may need to build brand awareness or extend the relevance of your brand to a new category, or fill the top of the funnel with new visitors, likely to turn them into customers

How to document

The content of the recommendation is what is important, not the format. Does your organization respond, say, to bullets in a Word document or PowerPoint presentation? Stick with what works and use this format.

Start with a sentence that clearly states the recommendation and the value. For example:

Add a link to the Header Navigation Handbag section to increase revenue from natural research by approximately $ 123,000 per month.

Next, explain the reason for the recommendation. In the example above, you would address site architecture, internal linking and link authority, as well as their importance for all major search engine algorithms. In addition, discuss the calculations that underlie the estimation of earnings gains.

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Anticipate questions and prepare answers. "What is link authority and why is it important?" "Why is the header link so important compared to another part of the site?"

What is the specific recommendation? How are you going to describe it? If it's a link, which page would you link to? Link to an existing category or are you asking for a new top-level category (which could result in wrapping existing category tags)?

Provide useful visuals. They do not require a graphic designer. Take a screenshot and annotate with arrows and notes. Or sketch your idea, take a picture and include it in your proposal. Make it clear that your visual is conceptual, not a final design. And do not forget not to encroach on the expertise of the creative team.

Consider the potential reasons why the recommendation has not already been implemented. Perhaps the brand experience requires a less cluttered visual design. Or the user experience team believes that the addition would adversely affect the ability of visitors to navigate the site. Or the developers have determined that it's not as simple as it sounds. Anticipate likely obstacles and suggest alternatives.

Naturally, the more complicated the recommendation, the more detailed the documentation. These details may include explanations of metatags, structured data, referrals, content, code elements, and emergency plans.