4 New Rules for SEO Success in 2013

February 26th, 2013

Measuring SEO success by your ranking position for your favorite keywords means failing behind the curve.

With users’ behaviors and Google’s algorithms rapidly and constantly changing, measuring SEO success by your ranking position for your favorite keywords means falling behind the curve. Here are the most meaningful metrics for SEO for 2013.

1. Focus on Your Keyword Portfolio, Not Rankings

Search engine users are getting smarter and more specific. Today, over 70 percent of searches online contain three or more words in the search query. Furthermore, Google reported that over 20 percent of search queries are completely new queries that had never been searched before! The long tail is where the growth is happening, and your strategy needs to be built around this growth.

Focusing on “fat head” keywords is an unbalanced strategy with diminishing returns. Marketers need to focus on increasing the number of keywords sending search traffic rather than improving a specific keyword position. This is known as your keyword portfolio.

2. Create Problem-Solving Content

Creating great content isn’t rocket science. If you have trouble coming up with ideas, or you think your industry is too boring, focus instead on solving a customer’s problem. This can be done easily by utilizing your organization’s intellectual property to create how-to guides, white papers, or research studies. If you’re in business, then you’re solving problems! Combine people, processes, and software to scale content marketing.

3. Publish Content on Quality Sources

Last year’s Penguin update eliminated the value of content published on untrusted websites. This includes low-quality websites, content farms and many “free” PR websites. Showing up in Google search is a lot like getting a job–it’s your references that make the difference. Concentrate on earning references from high quality and trusted industry websites. Industry organizations and online communities are where you should be publishing content on a regular basis.

4. Distribute and Promote Content through Social Media

Social media is an extremely efficient channel for distributing and promoting your content. This includes content that you publish on your website, as well as content that you publish on highly trusted third-party websites. Social media channels enable you to reach millions instantly, as well as stay on the radar of search engine algorithms for topics related to your content. Google and Bing have both admitted to using social signals in their ranking algorithms, so social media engagement is a must-do for digital marketers.

Never before have SEO and inbound marketing had more potential for digital marketers. When executed effectively, these strategies will drive leads, attract customers, and grow your brand’s community.

Credit for this post belongs to Aaron Aders.

Aaron Aders is co-founder and chief strategy officer of Indianapolis-based Slingshot SEO, a national leader in online marketing, planning, and execution. Aders steers the strategic vision behind software and business processes. @SlingshotSEO

For more information on Staffing M & A or a quick and accurate complimentary Valuation of your business or a confidential discussion, contact:

Bob Cohen at 416-229-6462 or Sam Sacco at 910-509-0691. We can also be reached at bob@racohenconsulting.com or sam@racohenconsulting.com.

Sam and Bob have successfully completed over 140 staffing industry transactions. Visit our website for more articles and information at: www.racohenconsulting.com

We hope you found this post informative.

5 Steps for Integrating Companies Successfully!

October 9th, 2012

Over the 18 month course of an average transition, there is extensive organizational “bruising” with unaddressed people, culture and process problems. Many companies drift toward improvised solutions and makeshift answers, relying on a crisis management style that keeps anxieties high and morale depressed, a recipe for sales collapse and executive flight.

It is possible to alleviate the stress of blending two distinct entities. One of the first steps is to anticipate likely scenarios instead of hoping that they don’t come up. Do not simply hope that there is a chance for success – instead, leave nothing to chance.

Establish Clear Direction

Usually a key executive receives the job of operationalizing the deal. He or she should focus on developing a 24-month strategy and vision for going forward. The first instinct is to cut away redundancy, deal with overlaps and release surplus employees. Instead, focus on engaging both organizations and evaluating core processes for synergies. You’ll have your chance to reduce one-time and recurring costs.

Make a Solid Plan & Process to Implement

Engineering the integration of core processes is the most important planning you’ll do. Often the buyer comes in and simply institutes their policies and procedures by fiat. This top-down model fails to unlock synergies from the ground up. It is counter intuitive to allow synergies to emerge rather than getting everyone on the same page, fast. But it is a critical phase that releases the true value of the deal. With new processes identified, link the new structure and budget to them, not the other way around.

Engage, Engage, Engage

People are not processes. It’s tempting to put them into a mass category and feed them platitudes, coffee mugs with slogans and t-shirts about teamwork, but your people are watching to see if your words match your actions. If you act incongruently, they will cease listening. They are the team that will carry out and implement the new vision. If they’re on board, you’ll see things move smoothly; if they’re not, resistance, balking and negative talk can torpedo your efforts. Engage them on every level.

Leverage Predictable Dynamics and Timing

Two IT departments or two marketing departments are not going to get along well, there is too much competition. Recognize the realities of the situation and develop strategies for leveraging heightened competition and an expanded knowledge base. Anticipate reactions at each stage of the merger and you’ll be way ahead. Shock gives way to uncertainty which gives way to acceptance and new development challenges.

 Lead with Courage & Persistence

Leading this initiative, you’re in the cross hairs. Supporting policies and procedures have to be developed to reinforce direction, structure and processes. Many voices, interest groups and individuals will attempt to influence your judgment. Managing an M&A transaction is the time when you tap into your leadership potential and rise to the challenge. Nothing less will do. Especially when it means the difference between success and failure. 

Our thanks to Merger Coach for many of the concepts expressed in this article.

For more information on Staffing M & A or a complimentary confidential discussion, contact:

Bob Cohen at 416-229-6462 or Sam Sacco at 910-509-0691.

We can also be reached at bob@racohenconsulting.com or sam@racohenconsulting.com.

Sam and Bob have successfully completed over 135 staffing industry transactions. Visit our website for more articles and information at: www.racohenconsulting.com

 

 

 

Time Management

August 20th, 2012

When you draw up to-do lists, set schedules, make appointments, and so forth, chances are you may be wasting your time. So why even try?

Can any of us really manage time or can we at least keep time from managing us?

Turns out there is a mathematical law called the Pareto Principle* which says that (in most situations) 80% of the effects come from 20% of the causes.

The most famous example of this is the oft-repeated factoid that in sales groups 80% of the revenue comes from 20% of the team.  (There are dozens of other examples, ranging from wealth distribution to damage from natural disasters.)

The Pareto Principle holds sway for most work efforts that aren’t purely rote.  Most people obtain 80% of their actual results from 20% of their actual effort.  If you really think about it, isn’t this true for you? It’s certainly true for me.

Rethink Your ‘To Do’ List

Unfortunately, most time management involves “to do” lists, which tend to treat the 20% of your work that really matters as equal to the 80% of things that don’t.  Having a simple list of things to do almost forces you to waste time doing stuff that doesn’t really count.

That’s true even if you prioritize according to importance. Plenty of important things take so much effort that, in the end, they’re not worth actually doing.

Here’s how to use the Pareto Principle to manage your time more effectively.

When you make a “to do” list, prioritize each item by the amount of effort required (1 to 10, with 1 being the least amount of effort) and the potential positive results (1 to 10, with 10 being the highest impact.)

Create a New Ranking

Now divide the potential results by the amount of effort to get a “priority” ranking.  Do the items with the lowest resulting priority number first.  Here’s a simple example:

  • Task 1: Write report on trip meeting.
    Effort=10, Result=2, Priority=5
  • Task 2: Prepare presentation for marketing.
    Effort=4, Result=4, Priority=1
  • Task 3: Call current customer about referral.
    Effort=1, Result=10, Priority=0.1

See your new priority-based order? You do Task 3 first; Task 2 second, and Task 1 last–if at all.

This simple method ensures that the 20% of your effort that really makes a difference always gets done first.  As for the 80% that doesn’t really matter, it’s automatically postponed, and possibly tabled forever.

I know this all sounds pretty simple; even simplistic, however it has helped lots of us focus on our highest earning activities instead of just being busy. 

  • Not to be confused with the Peter Principle that says many employees will be promoted until they reach their level of incompetence.

 http://en.wikipedia.org/wiki/Peter_Principle

For more information on Staffing M & A or a complimentary confidential discussion, contact:

 Bob Cohen at 416-229-6462 or Sam Sacco at 910-509-0691.

 We can also be reached at bob@racohenconsulting.com or sam@racohenconsulting.com.

 Sam and Bob have successfully completed over 135 staffing industry transactions.

Visit our website for more articles and information at: www.racohenconsulting.com