Getting traffic to a site is one thing. How do we best engage visitors once they arrive?
Since Update Penquin/Panda, engagement metrics have become more important. In order for our sites to rank well, we need to avoid the bounce - the immediate click-back - or we’re likely to experience drops in ranking. We need to pull visitors deeper into our site. We need more genuine engagement.
Even if engagement metrics had no impact on rankings, optimizing for engagement is always going to be beneficial. The more engaged our audience, the more influence we’re likely to have, and we derive the benefits that flow from it.
Here are a few ideas on visitor engagement, and how to optimize for it.
When visitors have so many options, it’s difficult to engage them for long. We can’t accommodate every need on one site. It’s certainly impossible to accommodate every need within one or two clicks. So, to make the most of every opportunity, we should be optimizing engagement factors.
One problem with content-based approaches is that they tend to be top-down. The visitor is assumed to be a somewhat passive recipient of published information. However, at the heart of engagement is a two-way conversation. In order to foster engagement, we must encourage participation, as opposed to simply deliver content.
The web is moving from an information age to a relationship age. Social media demonstrates that information is intersecting in new ways. Information is being sliced, diced, repurposed, remixed and redelivered, turning “recipients” into producers. The act of consumption changes the information, and often creates new information. Conversation, as discussed in the Cluetrain Manifesto, is crucial in this new economy.
“Historically, the authors state, the marketplace was a location where people gathered and talked to each other: they would discuss available products, price, reputation and in doing so connect with others (theses 2–5.) The authors then assert that the internet is providing a means for anyone connected to the internet to re-enter such a virtual marketplace and once again achieve such a level of communication between people. This, prior to the internet, had not been available in the age of mass media (thesis 6.)”
And that conversation will largely be decided by our visitors. It certainly reshapes marketing. To give an offline example, what’s the problem with marketing television and radio? We watch or listen to the content, but the marketing keeps jumping in, which is intrusive and disruptive.
Engagement Marketing is the opposite. The marketer hangs back and engages with the visitor of and when they need it. Look for ways the visitor can initiate and direct the engagement.
Benchmark/Define Success Metrics
How do we best measure engagement?
We start with a benchmark, which is the current level of engagement. We could look at the engagement link in Google Analytics. Typical measurements include time on site, pages per visit, inbound links, mentions on twitter, return visits, new users per date range, categories of interest, and page depth.
All good. If those metrics increase, it certainly feels like we’re being more engaging. One example might be to examine visitor flow through the site. If we can identify bottlenecks - the point where engagement breaks down - then we can adjust our approach at this point to clear the bottleneck.
But we need to be sure this engagement benefits us. Are these metrics aligned with our business goals? People might well be spending a lot of time on our site, but that might be because they’re lost. We might be getting a lot of mentions on Facebook and Twitter, but are these people actually buying anything? Mentions on Twitter & Facebook might be great metrics for a brand strategy, but not so great for conversion strategy, at least, not in the short term, and not in isolation.
Engagement must translate, and be aligned with, business goals. When choosing what engagement metrics to measure, ask yourself how this type of engagement helps achieve your goals. Also, are there other types of engagement we could foster to support own goals?
Practical Lessons In Engagement
This video is a little sales pitch-y, but contains some interesting lessons on optimizing engagement.
Optimizer, Dan Siroker, who once worked for Google before moving onto the Obama campaign talks about how they used metrics to increase engagement. Both Obama campaigns have demonstrated effective use of digital engagement and measurement to help produce a desired election result. The techniques involve establishing a baseline i.e. seeing what they do already and increasing performance by making tweaks and adjustments, and measuring the result.
He found that, generally speaking, these rules apply when optimizing for engagament:
Start By Defining Success: How will you know if your engagement optimization has worked? Decide on a few, quantifiable measures based around a visitor taking a desirable action. Link those actions to business return.
Less Is More - if we reduce choice, people are more likely to engage. In this example, they reduced the fields people needed to fill in to only those actually required, rather than all the information that may be desirable. Look for ways you can streamline and thus boost engagement.
Words Matter - focus on your call to action. Calls to action tend to work best when you tell the visitor exactly what they have to do. Be explicit. In this example, they compared the phrase “Free trial” vs “Try It Free”. The latter resulted in 14.6% improvement. This was most likely because it was an explicit call to action. However, the “why” doesn’t really matter. The point is to measure one thing against another and see what actually works.
Fail FastAnd fail cheap!. It’s all about being iterative. Being flexible. Trying things out. The underlying presumption is that a lot of things we do aren’t going to work, no matter how logical and rational they seem to be when we devise them.
So, rather than be afraid to make a change, as this may result in failure, grasp the opportunity to make a change and be sure to “fail fast”. If something is not working out, cut it quickly, and try something else, until it does work. If it hurts, dump it quick and move on.
Start Today It’s easy to talk about being engaging, but what really matters is taking action to be more engaging. If there’s one thing you can do today to make your site more engaging, what would it be? Go do that. Test it. And then do something else tomorrow :)
In the video, Dan talks mostly about process changes. Another area is, of course, web design. This article talks about the influence of design on engagement, based on opinion on what design is preferable to another.
If we go back to the rules of engagement, the important thing to do is to test. Test one design against each other to see which is more engaging based on desired visitor action. Ensure the engagement measurement is aligned with a business goal i.e. “we want more 50% orders via our web site”.
Social Media Engagement?
Do Blogs, Twitter and Facebook help you meet your engagement goals?
Is anyone reading our posts? If they do, what do they do next? Anything? Many people are very busy in this space, but generate little or no return on investment. When it comes to engagement, it’s one thing to measure activity, quite another to measure if that activity actually means something.
Part of the problem is not focusing on ROI. Determine your business goals, then shape your social media approach to bring about these goals. One example might be “Twitter traffic makes a donation to our cause”. We’d measure the Twitter traffic, and link it to a successful donation.
This is a good example of where metrics can be deceptive. If we measured Twitter traffic, and time on site, and depth of their activity on-site, that might look great in terms of engagement, but if it doesn’t serve a business purpose, then why are we doing it? If people spend more time on site, is that good? Well, not if we want them to sign up, but they didn’t
Engagement Media & Strategy
There is no substitute for relevance. Relevance is the first, essential step. The next step is pull the visitor in, get them contributing, and get them coming back.
Alan Moore, Director of the Comparative Media Studies Program at MIT, puts it well:
Engagement marketing is “premised upon: transparency - interactivity - immediacy - facilitation - engagement - co-creation - collaboration - experience and trust, these words define the migration from mass media to social media. The explosion of: Myspace, YouTube, Second Life and other MMORPG's, Citizen Journalism, Wicki's and Swicki's, TV formats like Pop Idol, or Jamies School Dinners, Blogs, social search, The Guinness Visitor Centre in Dublin or the Eden project in Cornwall UK, mobile games like Superstable or Twins, or, new business platforms like Spreadshirt.com all demonstrate a new socio-economic model, where engagement sits at the epicentre
In order for the following media examples and strategies to work well, they should have as many of these qualities - transparency - interactivity - immediacy - facilitation - engagement - co-creation - collaboration - experience and trust - as possible. No doubt you've experienced the frustration of heavily moderated and delayed visitor comments on mainstream media acticles. They rob the interaction of immediacy and trust, so it’s no wonder their business model is dying in the face of relatively open and immediate citizen media and reporting.
A quality content strategy is likely to keep people reading, bookmarking, and coming back. Quality is, of course, relative. Compare your content with that of your opponents. Obviously, your stuff needs to be better. Even if people do click away, they may well return if they look at your competitors and find their quality lacking.
Video and audio are linear, so people, once engaged, are likely to engage as long as the media lasts. Likewise, webcasts engage people in the same way, with the added bonus that visitors can interact, if they wish. If increasing time on site aligns with your business goals, then video and audio might be good media to try.
People love giving their opinion. Look for ways to allow them to do so. Blog comments, obviously. Forums. Encouraging people to Tweet or post to their favored social media channel. Implement chat applications, where appropriate, to seek direct feedback. Amazon’s value is considerably increased by their review system - by giving their customers a voice, whether their opinion is positive or negative.
Use mailing lists. These are especially useful for up sells and cross sells post-purchase. Up-sells are when you encourage the customer to buy something more expensive. Cross-selling is when we sell the existing customer an additional item. I receive special discounts from a clothing retailer I buy from on a regular basis, based on my previous buying history. This retains engagement after I've left the site, and because it's relevant and beneficial, it doesn't feel intrusive. It’s considerably more expensive to get a new customer, rather than look after those customers you’ve got, so look for ways to pass on that value to existing customers. They are likely to be highly receptive and willing to engage, as you’ve already convinced them once.
Brand. A huge topic, but let’s take a look at brand in terms of engagement. A brand is an experience. We associate feelings and thoughts with a brand. Apple’s brand is as much about technology as it is about fashion, desirability and identity. Apple creates engagement on a number of levels, but perhaps the most effective is that you become a “member of a club” when you buy an Apple product. The sense of belonging, and defending and asserting your purchase in the cleverly constructed “Apple vs everything else” debate creates a deep level of engagement.
Try to foster a sense of community. It runs very deep in the human psyche. We used to get a sense of community by geographic location. but now our sense of community is largely defined by the tribes to which we belong.
You might be working for a boss who is an idiot. You know he makes stupid decisions. When he's off making yet another stupid decision, it's you left doing all the work. As for job security - that's a joke these days. He can fire you on a whim.
So why not cut out the weak link? Why not go into business for yourself?
The reality, of course, is that starting a business isn't as easy as saying it. You'll likely work longer hours, for less money, and there are no guarantees. While your friends are looking forward to the weekend, you might not see a weekend for a while. Most small businesses fail in their first five years, taking dreams and savings along with them.
Everything has a downside.
However, many businesses not only survive, they prosper. They make their founders wealthy. Even if they don't make fortunes, they can provide lifestyle benefits that are near impossible to achieve with a regular job. There's a lot to be said for being the master of your own destiny.
To achieve that, it's best to start with some good advice.
I've been running my own small business for a decade now. Whilst it's been rewarding, and I achieved the goals I set for myself, there has also been a fair few missed opportunities and inevitable wrong turns. I jumped in blind, and like many in the search marketing industry, pretty much made it up as I went along.
Not that there's anything wrong with that.
But I wished I had understood a few fundamental truths first. I wished someone had imparted some profound wisdom, and I wished I had been smart enough to listen. Come to think of it - they did, and I wasn't.
Such is life.
I’m in the process of setting new goals for the next few years. I'm restructuring. So I decided to reflect on the past, examine the good and the bad, and try to do more of the former, and less of the latter.
One of the problems I identified was that I was spreading myself way too thin over many projects. I have a *lot* of sites. I have domains I’d even forgotten I owned. I have domain names I keep renewing, vowing to do something with one day, yet never getting around to it.
In short, I was growing an awful lot of small pumpkins.
Getting The Fundamentals Right
I’ve decided to ditch almost all of what I have been doing in the past, and focus on a very narrow range of activities, one of which is working with Aaron on SEOBook.
One book I really wish I'd read when I was starting out - had it been available, which it wasn’t - is called "The Pumpkin Plan: A Simple Strategy To Grow A Remarkable Business". I'd like to share the central theme of the book with you, because I think it's a great lesson if you're thinking of starting a business, or, like me, optimizing an existing one.
It’s the lesson I wished I’d understood when I started. I certainly hope it’s of help to someone else :)
If You Want To Prosper, Learn To Grow Pumpkins
There are geek farmers who obsess about growing huge pumpkins. They are the hackers of the vegetable world. In order to grow a huge pumpkin - weighing half a ton or more - you can’t just throw seeds on the ground. You can’t grow a whole lot of pumpkins and hope one of them turns out to be huge.
You’ve got to follow a process.
And here it is:
Step One: Plant promising seeds
Step Two: Water, water, water
Step Three: As they grow, routinely remove all of the diseased or damaged pumpkins
Step Four: Weed like a mad dog. Not a single green leaf or root permitted if it isn’t a pumpkin plant
Step Five: When they grow larger, identify the stronger faster growing pumpkins. Then, remove all the less promising pumpkins. Repeat until you have one pumpkin on each vine.
Step Six: Focus all of your attention on the big pumpkin. Nurture it around the clock like a baby and guard it like you would your first Mustang convertible
Step Seven: Watch it grow. In the last days of the season this will happen so fast you can actually see it happen
What’s this got to do with business? It’s a process for growing not just pumpkins, but businesses. Let's apply it:
Step One: Identify and leverage your biggest natural strengths
Step Two: Sell, Sell, Sell
Step Three: As your business grows, fire all your small time, rotten clients
Step Four: Never, ever let distractions - often labelled as new opportunities - take hold. Weed them out fast.
Step Five: Identify your top clients and remove the rest of the less promising clients
Step Six: Focus all your attention on your top clients. Nurture and protect them. Find out what they want more than anything and if its in alignment with what you do best, give it to them. Then, replicate the same service or product for as many of the same types of top client as possible
Step Seven: Watch your company grow to a giant size
In essence, it’s about focusing on those things you do best. It’s about focusing on your very best customers, and ditching the rest. It’s about creating your own niche by identifying and solving the problems that no one else does.
None of this is new, of course. There are plenty of business advice books that say similar things. However, this is one of those great little stories I wish I had internalized earlier. Rather than grow a lot of small pumpkins, focus on growing those that matter.
Given recent changes at Google, I dare say a lot of SEOs - particularly those who run their own small sites - may be rethinking their approach. Unfortunately, the small guy is being squeezed and the rewards, like in most endevours, are increasingly flowing to large operations. Search conferences, which used to be the domain of the lone-wolf affiliate guy and mom and pop businesses are now jammed full of corporates and their staff. The entire landscape is shifting. New approaches are required, not just in terms of tactics, but in the underlying fundamentals.
It would be interesting to hear your lessons in business. What are the things you know now that you wished someone had told you when you started? Please share them in the comments.
There is a good thread on Webmaster World entitled “Next Generation SEO”. Many webmasters hit hard by the uncertainty created by Panda and Penguin are wondering what approaches might work best in the future.
Here at SEOBook, we’ve long advocated the approach of grounding SEO within a solid marketing-based strategy, so we post frequently on this theme. But this is not to say the technical side - algorithm gaming - no longer works, because it most certainly does.
Let’s take a look at both approaches, and how they can be fused.
Rationale Of SEO
The rationale of search engine optimization is simple. If we can work out what factors the search engine algorithms favor, we can do more of it. Our reward will be a high ranking, meaning more people can find us, which results in more traffic.
In theory, the incentive of the search engine and that of the SEO should be aligned. The SEO works out exactly what the search engine wants, and hands it to them on a plate.
The problem is reality.
Search engines, in reality, aren’t near as clever as those running them sometimes make out. They are susceptible to gaming. Sergey Brin, a few years back, even went so far as to suggest “there is no spam, only bad algorithms”. The existence of a webspam team appears to indicate the algorithms still need plenty of work.
There are other problems in terms of incentives. The search engines make their money not by the relevance of the search results, but by the relevance of the advertising. Unless competition is finely balanced between search engines - which it hasn’t been for many years now - the search results need only be “good enough”. Does a search engine really want the searcher finding the most relevant content in the main search results? The business case would demand something a little more subtle, which is not good news for webmasters who rely on gaming the algorithms.
Secondly, a search engine would prefer the money being spent on SEO was going into PPC. If it is considerably cheaper to game the algorithm than run PPC, then few people would bother with PPC. In this respect, SEOs are a competitive threat to the search engines advertising business, yet the incentive for the webmaster is to minimize marketing spend. The search engines, therefore, would have an incentive to drive up the cost of SEO.
Gaming The Algorithm
Given search engine algorithms aren’t yet as clever as those who run would like them to be, the search engines engage in a mixture of algorithm adjustments and FUD in order to counter the effectiveness of search engine optimization. Lately, they have been ramping up activity in both areas, which suggests to me that they see “enthusiastic” search engine optimization as a significant problem.
SEO is a significant problem because it works.
The minute something starts to work a little too well, and the knowledge of how to do it becomes a little too widespread, the search engines have typically jumped in to reset the game. This tends to affect the “low-hanging fruit techniques” i.e. anything that is cheap to do, widely known, and therefore widely practiced.
Take link building. It’s a well known fact that links will result in higher rankings. Google recently jumped into this area, with a mix of adjustments and FUD, to scare off those who buy links. We have the now ridiculous scenario whereby webmasters are paying to have links removed. I can imagine the Google “web quality” team in fits of laughter. Meanwhile, a cottage industry has sprung up in response i.e. people demanding money to delink.
Many of the links webmasters are removing aren't causing the problem.
Link buying still works. Webmasters just need to stay away from the most blatant “low hanging fruit techniques”, such as identical anchor text and obvious paid link networks. At SEOBook, we’ve made side-by-side comparisons of sites that were harmed by their links, and those that weren’t, yet there are often only minor differences in their link graphs. Paid links aren't the problem. Failing to mix it up is the problem.
Search engine optimization is also about content, and the evidence doesn’t suggest that having a lot of content is a negative. It depends where content sits. If the domain has a strong link structure, then the content can be....less than stellar. If your site lacks a stellar link graph, then it becomes more important to have engaging content i.e. fewer immediate click-backs
The problem with algorithmic-centric approaches is that when the algorithm shifts, so too does the approach. This is fine for people who like chasing the algorithms. It works less well for those who don’t have a lot of time and money to spend doing so, or have less scope to radically change approach.
“Next generation SEO” is essentially “marketing”, whilst keeping the search engines firmly in mind. It's what good SEO has always been about, it's just that some in the industry have lost focus and become obsessed with traffic for its own sake.
It’s about building links for traffic, juice and awareness. It’s about establishing networks, particularly in the social space, as we have to go where the people hang out. It means paying attention to the rise of mobile usage. It means paying attention to verticals, such as Amazon. There is evidence to suggest people are moving away from search engines, or not using them quite as much.
In short, SEO will become more like a pay-per-click approach, without paying per click.
Mix And Match
This is not to say you need to do any of the above. You can still do well in SEO by publishing pages and pointing links at them. However, there are many aspects that can be optimized. If nothing else, optimizing a web business can be more fun, and more prosperous, than chasing Google’s near constant algorithm updates in pursuit of raw traffic.
SEO will be around for many years yet. Whilst search engines are a conduit for traffic, then there will be people doing SEO. It’s fair to say the barrier to entry has been raised, so it’s now more difficult and therefore costly to undertake SEO. This flushes out some competitors, however it is rarely those with holistic marketing strategies that get flushed.
We optimize to align a site with search engine algorithms in order to gain higher rankings, which, in turn, leads to visitor traffic. Other forms of optimization occur after the visitor has landed on our pages.
One such optimization is called persuasion optimization.
After going to the effort of getting a visitor to land on our pages, the last thing we want them to do is to click back. We want them to read and act upon our messages.
There Are Many Ways To Persuade
Robert Cialdini, a Professor of Psychology at Arizona State University, identified six categories into which persuasion techniques commonly fall: reciprocity, consistency, social proof, liking, authority and scarcity.
We can use these techniques to optimize both our content and site design so that visitors are more likely to stay on our pages, and more likely to convert to desired action.
Whilst these techniques could be seen as being manipulative, it depends how they’re used. If used in good faith, they’re a natural part of the ritual involved in selling people on our point of view. On the other hand, being aware of these techniques makes them easy to spot if used against us!
Reciprocity is when we give something to someone, and they return the favour. The act of reciprocity is so ingrained in our culture, it can occur whether the person asked for the favor or not, and whether the people involved previously knew each other, or not.
Reciprocity creates an obligation.
Examine your offer to see if you can give something of real value away. For example, some information product vendors give away large chunks of the product, or long trials. People may reciprocate by paying for the remaining sections or full product. They may have been less likely to do so if the vendor gave less value up front. Think about what you can do for your audience, rather than the other way around.
Another way of thinking about reciprocity is to provide a concession. If you concede something small, but do so early, the other party may feel obligated to concede something greater later on.
For example, ask for something significant. When this is turned down, ask for something moderate - the moderate request being what you wanted all along. The second request is more likely to be accepted as it appears you’ve already made a concession, so the other party feels obligated to do likewise.
2. Commitment and Consistency
People like people to be consistent.
People who lack consistency can be seen as untrustworthy or disorganized. If we’re consistent, it reduces complexity, because other people don’t have to re-evaluate us each time they need to make a decision about us. They merely need to remain consistent with their previous evaluation of us, and their previous decision. If we start acting differently, it forces a re-evaluation.
The same goes for websites.
Look for areas of your website where the messages may conflict. This could be as obvious as a mistake in the copy about the offer, or as subtle as a change in tone of voice. Each page should flow from one to the next in a consistent manner, using consistent tone and design, and the message should not contradict, or wander off on unexpected tangents.
There are exceptions of course. If you’re trying to shock people, or draw attention to something out of the ordinary, then playing against consistency can work. However, consistency would have to have been established first, before it’s possible to successfully play against it.
3. Social Proof
Does your site show evidence that other people find it valuable? Examples may include testimonials, reviews, and associations.
Social proof helps establish trust quickly by leveraging existing trust relationships. If someone trusts those associations you cite - say, “As seen in the New York Times” - or is merely inclined to trust the crowd over their own judgement, then the path of least resistance is to trust you, too.
Establishing trust quickly is critical online, because it’s easy for the user to click back, so social proof can be a very powerful technique.
It’s also easy to get wrong, as to can look contrived. People are most likely to be persuaded by social proof if the person or entity providing the proof is a known authority. Who does your audience already know and trust? Some sites make the mistake of using testimonials from non-entities.
People like to do business with those they like.
Attractive people, rightly or wrongly, can be persuasive, as others tend to assign them positive traits. At a base level, the use of physically attractive male and female models is a staple of the advertising industry. At a higher level, people respond to people who are like them. The attraction is based on similarity.
In terms of web marketing, your level of “likeability” will very much depend on the audience. A
site selling fashion is likely to be aspirational i.e. less like the actual audience, but exhibiting attractive traits to which the audience aspires. A site selling technical solutions will likely focus on familiarity and affinity. A site about weighty subjects will likely convey intellectualism. It's all a way of mirroring the audience, either literally who they are or how they perceive they are, in order to be liked.
Another aspect of liking is association. Look at ways you can associate yourself with entities or people you visitors already like. Common tactics include aligning your site with a charity, celebrity or industry event.
People often respond to authority figures.
“Correct conduct” is a response to authority figures. For example, the “white hat/black hat” positioning in SEO is defined by an authority figure, in this case, the search engine and their representatives.
Authority on websites can be conveyed using symbols, qualifications and associations. However, these days, people tend to more cynical of authority than in times past. They will likely question authority by wanting to see evidence of claims made, and try to establish if the person telling them the information is trustworthy.
Does your site offer evidence and proof of your claims?
We tend to undervalue what is plentiful, and overvalue what is scarce.
An overt use of this tactic is to create artificial scarcity, particularly in the frauduct world. For example, I’m sure you’ve seen aggressive marketers claiming there are only so many places/products left, in an attempt to make you perceive scarcity, so you’re more inclined to act impulsively.
“According to psychological reactance theory, people respond to the loss of freedom by wanting to have it more. This includes the freedom to have certain goods and services. As a motivator, psychological reactance is present throughout the great majority of a person's life span. However, it is especially evident at a pair of ages: "the terrible twos" and the teenage years. Both of these periods are characterized by an emerging sense of individuality, which brings to prominence such issues as control, individual rights, and freedoms. People at these ages are especially sensitive to restrictions”.
People are most attracted to scarcity when they are newly scare i.e. they haven’t always been scarce, and secondly, when other people are competing for the same resources. In terms of a website, these two concepts could be combined. Time is both running out, and demand has been overwhelming. This is also a form of social proof, of course.
There are elements of manipulation and story-telling in marketing, and no doubt you can see these concepts in some of the worst examples of web marketing. But they also exist in some of the best. And no doubt we all use some of these techniques, possibly unknowingly, in our everyday lives.
These ideas can be very powerful when combined on a website. Try evaluating your competitors against each of the six categories. Have they used them well? Overused them? Then audit your own site, experiment and track changes.
A little effort spent on persuasion can go a long way to maximizing the value of the traffic you have already won.
Ranking well for our chosen keywords involves putting in a lot of effort up front, with no guarantee of ranking, or reward.
Even if we do attain rankings, and even if do get rewarded, there is no guarantee this situation will last. And this state of flux, for many seos, is only likely to get worse as Google advises that updates will be “jarring and julting for a while”
Even more reason to make every visitor count.
If we can extract higher value from each visitor, by converting them from visitor to customers, and from short term customers to long term customers, then our businesses are less vulnerable to Google’s whims. We don’t need to be as focused on acquiring new visitors.
There is great value to be had in optimizing the entire marketing chain.
Hunting For Customers Vs Keeping Customers
It comes down to cost.
According to a Harvard Study a few years back, it can cost five times as much to acquire a new customer as it does to keeping a current customer happy. Of course, your mileage may vary, as whether it really costs five times as much, or three, or seven really depends what your cost structure.
However, this concept is an important one for search marketers, as it’s reasonable to assume that the cost of acquiring customers, via keyword targeting, is rising as Google makes the marketing process of keyword targeting more expensive than it has been in the past. This trend is set to continue.
If the cost of customer acquisition is rising, it can make sense to look at optimizing the offer, the conversion rates and optimizing the value of existing customers.
If you have something a lot of people desperately need, and there isn’t much competition, it typically doesn’t cost much to land those customers. They come to you. If you have something genuinely scarce, or even artificially scarce, people will line up.
The problem is that most businesses don’t enjoy such demand. They must compete with other businesses offering similar products and services. So, if there is a scarcity issue, it’s a scarcity of customers, not service and product providers.
However, by focusing on a specific niche, businesses can eliminate a lot of competition, and thereby reduce the marketing cost. For example, a furniture manufacturer could conceivably make furniture for a wide variety of customers, from commercial offices, to industry, to the home.
But if they narrowed their focus to, say, private jet fit-outs, they eliminate a lot of their competition. They’d also have to determine if that niche is lucrative, of course, but as you can see, it’s a way of eliminating a lot of competition simply by adding focus and specialization.
By specializing, they are more likely to enjoy higher quality leads - i.e. leads that may result in a sale - than if they targeted broadly, as it is difficult to be all things to all people The cost of marketing to a broad target market can be higher, as can the level of competition in the search results pages, and the quality of leads can be lower.
Once we’re focused on our niche, and we’ve got targeted visitors coming in, how can we ensure fewer visitors are wasted?
Those who do a lot of PPC will be familiar with conversion optimization, and we’ll dive deep into this fascinating area over the coming weeks, but it’s a good concept for those new to SEO, and internet marketing in general, to keep at front of mind.
You’ve gone to a lot of trouble to get people to your site, so make sure they don’t click back once they arrive!
Here’s a great case study by a company called Conversion Rate Experts. It outlines how to structure pages to improve conversion rates. Whilst the findings are the result of testing and adaptation, and are specific to each business, there are a few few key lessons here:
Length of the page. In this case, a long page improved conversion rates by 30%. Of course, it’s not a numbers game, more the fact that the longer page allowed more time to address objections and answer visitor questions.
As Conversion Rate Experts point out:
The media would have us believe that people no longer have any capacity to concentrate. In reality, you cannot have a page that’s too long—only one that’s too boring. In the case of Crazy Egg’s home page, visitors wanted their many questions answered and that’s what we delivered. (If you’d like more people to scroll down your long pages, see the guide we wrote on the topic.)”
It’s best to experiment, to see what works best in your own situation, but, generally speaking, it pays to offer the visitor as much timely information as possible, as opposed to short copy if there is a analytical, need-oriented motivation. Short copy can work better if the customer is impulsive.
As we see in the Crazy Egg case study, by anticipating and addressing specific objections, and moving the customer closer to the point of sale, the webpage is doing the job of the salesperson. This is an area where SEO and PPC, linked with conversion rate optimization, can add a ton of value.
The second interesting point was they optimized the long-term value of the customer to the company by making a time-sensitive offer.
The one-time offer test illustrates another important principle of conversion optimization: Don’t let the fear of a short-term loss stand in the way of a long-term gain
The offer they made turned a short-term customer into a long-term customer. If we have a lot of long term customers on our books, it can take some of the pressure off the need to constantly acquire new customers.
We engage in SEO because there are many similar sites.
The benefit of SEO is we can occupy premium real estate. If we appear high on the search result pages, we are more likely than our competitors to command the customers attention. But we stand to gain a lot more stability if we are not wholly reliant on occupying the top spots, and therefore less vulnerable to Google’s whims.
A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty
If you’re one of the many webmasters feeling hammered by Penguin and Panda, you’d be forgiven for thinking the best opportunities in search are long gone. Perhaps it’s all gotten just a bit too complicated.
In reality, internet marketing is still just a toddler taking baby steps. Opportunity abounds. It’s a case of looking for it, finding it and capitalizing on it.
In this post. we’ll look at the nature of opportunities, and how to spot them.
Honest Tea solved a problem. People wanted bottled organic tea. VMail solved a problem. Small businesses needed a cheap VoIP solution. Ben and Jerry solved a problem. There was no ice cream shop in their town.
Opportunity is the chance to solve a problem. To fill a need. If no one is solving that problem, and that problem is a difficult one the customer, and the customer is desperate to solve it, then the stronger the marketing opportunity will be.
Are there any fewer needs than there were last year? Than before the financial crash? There are just as many needs, as there are just as many people, and as life grows ever more complex, their needs become greater. Their needs may change. They might want fewer luxury products and better deals on everyday products. Next year, it might be the other way around.
Where There Are Problems, There Are Marketing Opportunities
We find marketing opportunities - good ones - when there is a high probability we’ll satisfy a market need, and do so profitably.
Is it about finding a keyword with high search volumes?
Is it about doing what the the successful people are doing?
Is it about doing what everyone else is doing, but just being better at SEO than they are?
Possibly, but this type of thinking is more to do with tactics than opportunity. A marketing opportunity is better evaluated for a higher level. Take the 5,000 ft view.
Can I supply something in short supply?
Can I improve on an existing product or service in way that is considerably superior?
Can I supply a genuinely new product of service?
For example, there is a market opportunity for search engine news. Is it a good opportunity for a new entrant? Probably not, as this market is saturated by established players. The audience already have their needs met.
However, there might be better opportunities for news on, say, 3d printers, or some other emerging technology where there is a need, but it isn’t well served. Of course, these opportunities can narrow over time as more and more people see the opportunity, and move into the space.
Perhaps the most lucrative opportunities score highly in each area. They are in short supply, they are relatively new, and you can improve on something people already do.
A good example would be the iPhone. When they came out, there was only one iPhone, they were new(ish) idea for the target market, and they integrated functions people already performed, but did so in a superior way. It’s little wonder Apple could charge such high margins on them, and it took competitors a long time to catch up. Anyone releasing a smartphone today would have to improve on those areas - price point is probably the obvious opportunity - in order to be able to compete.
How To Nail Down The Opportunities
There are various methods marketers do to test their conceptions. Let's look at three.
One method is the problem detection method. Try asking people if they have any problems with their existing service. For example, a prospective SEO customer might say “I’d like to spend more on SEO, but I don’t know if my spend will be worthwhile”. The opportunity is to figure out a way to show it will be worthwhile if the customer spends more, which might involve offering a money-back guarantee, or a pay on performance arrangement, or some other way to improve that problem the customer has with existing services.
Another way is the ideal method. Ask the customer what would be their ideal product or service. Often, customers will describe fanciful things, but listening to their whims can help you think of products and services you may not have thought of yourself, as it’s easy to fall into the trap of thinking within the constraints of your industry. At one time, a customer may have wanted no time delay between ordered a meal and receiving the meal. This probably sounded like an impossible ideal to a restaurateur at the turn of the century, used to waiters and a kitchen staff, but an opportunity to Mr McDonald, who thought more in terms of an industrial process. And Ray Kroc scaled it from there.
Another method is the consumption chain method. You track the consumption of the product or service from start to finish, and see if there are any steps in the chain that can be improved upon. Questions to ask are how people become aware of the product or service, how do customers make their purchase decisions, if they need to consult someone else to make the purchase decision, how they get the product or service, where they store it, how often they use it, and so on. At each step in the chain, there is a chance to make a change, to optmize, and to make better.
We’ve only touched on the ideas on ways to seize opportunities. How have you discovered opportunities in the past? What is your process for spotting new opportunities? Please add them to the comments!
Have you been selling a product or service for some time, but think you might need to do something new to keep up with the market? Offer something fresh?
One of the problems with making significant changes to your products or services is that it tends to carry a high level of risk. There is a risk you could alienate your existing prospects. There is always risk in starting over and trying something new and untested, as the untried and untested is more likely to fail.
But what if you could change your product or service without really changing it at all! Here are a few ideas on how to make changes, by changing the pitch, and without going to the effort, or taking the risk of making fundamental changes.
One of the great things about direct marketing, of which search marketing is a part, is that we’re not likely to be starting with products and services that have had an awareness and associations built up over many years - like Coca-Cola, for example. We get to modify the position, if we so choose.
Position, in marketing, means perception. Perception in the minds of the prospective customer. We can appeal to perceptions, or shape our product to fit perceptions, depending on what our prospects want.
For example, we could take the same car and market it to two different groups using positioning. To one group, we emphasize safety features above all else. To another group, we emphasize performance. The product doesn’t change, but the positioning does, and thus appeals to different groups of buyers. In reality, a car manufacturer probably wouldn’t do this, at least not in the same market, as it could send confusing messages.
However, on the web, we can often chop and change products, and target different groups, and one doesn’t necessarily need to overlap another.
A vertical is a group of similar businesses and customers that engage in trade based on specific and specialized need. They may be a subset of a larger market. For example, PPC is a vertical within internet marketing, itself a subset of general marketing.
In terms of positioning within vertical markets, imagine you’re a software developer in the search marketing space. If you were talking to a group of manufacturers, and want to talk about what you do in a way that is understandable to this audience, you might talk to them in broad terms about marketing.
If you were talking to a group of marketers you might talk more specifically about search marketing. If you were talking to a room full of search marketers, you might talk more specifically again about the PPC optimization software you’re working on. If you were talking to a room of PPC optimization software developers.....and so on.
They are all part of the same market - and they might all need what you have - but each audience exists in different verticals, and so you change the message to suit. Changing vertical positioning is when you target a different vertical within the same market. An example of this might be a landlord who rents out a house to a single tenant changes to renting it out students on a room by room basis with “shared facilities”. She’s still in the accommodation provision market, the product is the same, but it is pitched to a different niche.
Can you identify different verticals in your market to which you product or service might also appeal? Can you configure your product, without making fundamental changes, so that it appeals to the needs of a different niche within your market?
Positioning In Time
Positioning in time, sometimes described as horizontal positioning in direct marketing circles, refers to the point in time when a person buys something, and positioning the message to appeal to different buyers depending on where they are in the buy-cycle.
For example, if someone is genuinely new to your product, and doesn’t even know they want it, then you could pitch your advertising based on the benefits your product provides. If I wanted to sell, say, a revolutionary new power cell, I wouldn’t talk about specifications to someone unfamiliar with the product, I’d talk about the fact that it replaces the need to be on an electricity grid, so the buyer doesn’t need to pay line charges. I’d emphasize benefits.
If someone is already aware of these new power cells, and knows all the benefits, I would likely emphasize other aspects, such as features and price more than benefits, as the buyer should already understand them.
This type of positioning will be familiar to people who do a lot of PPC. The link text, message and landing page changes to accommodate buyers at different stages in the sales cycle. The product doesn’t change, but the message does.
Another way to reposition a product or service is to use an isolation technique. Take a single aspect of the product and make it a major part of the offer. For example, TIME magazine sells subscriptions to a magazine, but their advertising often focuses on the “free” gifts that accompany a subscription. This technique is often used when the main product itself is well known to the audience, and there’s not much new that can be said about it.
Many software companies who formerly sold their software now give their software away as part of a freeware model, but sell software support and maintenance services around it. They isolate an aspect that was always there - service - but now emphasize it, and push the actual product into the background. This tends to happen when the product becomes commodity and there are few ways to differentiate it without making significant changes.
Think about bundling products or services together to appeal to a different vertical.
For example, there might be a small market for individual electronic components, but a large market for a “phone tapping device”. Something Woz and Steve Jobs built a company on.
Music distribution companies, like Spotify, take individual tunes, bundle them together as a huge library, and sell subscriptions to it, as opposed to selling on a song by song, basis, like iTunes do.
Individual garden plants and potting accessories might not be very interesting, but bundled together as a “kitchen greenhouse” they might appeal to an audience of foodies who don’t necessarily see themselves as gardeners.
Ford said “give the customer any color they want, so long as it is black”. This strategy worked for a while, because people just wanted a car. However, the market changed when GM decided they would offer a range of cars to suit different “purposes, purses and personalities”.
Between 1920 and 1923, Ford’s market share plummeted from 55 to 12 percent.
These days, auto manufacturers segment the market, rather than treat it as one homogeneous mass. There are cars for the rich, cars for the less well off, cars built for speed, and cars built for shopping.
Manufacturers do this because few manufacturers can cater to very large markets where the consumer has infinite choice. To be all things to all people is impossible, but to be the best for a smaller, well-defined group of people is a viable business strategy. It costs less to target, and therefore has less risk of failure. Search marketing is all about targeting, so let's take a look at various ways to think about targeting in terms of the underlying marketing theory which might give you a few ideas on how to refine and optimize your approach.
While there are many ways to break down a market, here are three main concepts.
Any market can be broken down into segments. A segment means “a group of people”. We can group people by various means, however the most common forms of segmentation include:
Benefit segmentation: a group of people who seek similar benefits. For example, people who want bright white teeth would seek a toothpaste that includes whitener. People who are more concerned with tooth decay may choose a toothpaste that promises healthy teeth.
Demographic Segmentation: a group of people who share a similar age, gender, income, occupation, education, religion, race and nationality. For example, retired people may be more interested in investment services than a student would, as retired people are more likely to have capital to invest.
Occasion Segmentation: a group of people who buy things at a particular time. Valentines Day is one of the most popular days for restaurant bookings. People may buy orange juice when they think about breakfast time, but not necessarily at dinner. The reverse is true for wine.
Usage Segmentation: a group of people who buy certain volumes, or at specific frequencies. For example, a group of people might dine out regularly, vs those who only do so occasionally. The message to each group would be different.
Lifestyle segmentation: a group of people who may share the same hobbies, or live a certain way. For example, a group of people who collect art, or a group of people who are socialites.
The aim is to find a well-defined market opportunity that is still large enough to be financially viable. If one segment is not big enough, a business may combine segments - say, young people (demographic) who want whiter teeth (benefit). The marketing for this combined segment would be different - and significantly more focused - that the more general “those who want whiter teeth” (benefit) market segment, alone.
How does this apply to search and internet marketing in general?
It’s all about knowing your customer. “Knowing the customer” is an easy thing to say, and something of a cliche, but these marketing concepts can help provide us with a structured framework within which to test our assumptions.
Perhaps that landing page I’ve been working on isn’t really working out. Could it be because I haven’t segmented enough? Have I gone too broad in my appeal? Am I talking the language of benefits when I should really be focusing on usage factors? What happens if I combine “demographics” with “occassion”?
Niches are similar to segments, but even more tightly defined based on unique needs. For example, “search engine marketing education” is a niche that doesn’t really fit usefully within segments such as demographics, lifestyle or occasion.
The advantage of niche targeting is that you may have few competitors and you may be able to charge high margins, as there is a consumer need, but very few people offer what you do. The downside is that the niche could weaken, move, or disappear. To mitigate this risk, businesses will often target a number of niches - the equivalent of running multiple web sites - reasoning that if one niche moves or disappears, then the other niches will take up the slack.
Search marketing has opened up many niches that didn’t previously exist due to improved marketing efficiency. It doesn’t cost much to talk to people anywhere in the world. Previously, niches that required a global audience in order to be viable were prohibitive due to the cost of reaching people spread over such a wide geographic area.
To function well in a niche, smaller companies typically need to be highly customer focused and service oriented as small niche businesses typically can’t drive price down by ramping volume.
Cells are micro-opportunities. This type of marketing is often overlooked, but will become a lot more commonplace on the web due to the easy access to data.
For example, if you collect data about your customers buying habits, you might be able to identify patterns within that data that create further marketing opportunities.
If you discover that twenty people bought both an iPhone and a PC, then they may be in the market for software products that makes it easy for the two devices to talk to each other. Instead of targeting the broader iPhone purchaser market, you might tailor the message specifically for the iphone plus PC people, reasoning that they may be having trouble getting the two devices to perform certain functions, and would welcome a simple solution.
For those selling search marketing to customers, especially those customers new to the concept of search marketing, it’s often useful to pitch search marketing services in terms the customer already understands.
A lot search marketing theory and practice is borrowed and adapted from direct marketing. Direct marketing concepts have been around since the 60s, and may be more readily understood by some customers than some of the arcane terminology sometimes associated with SEO/SEM.
Here are some ideas on how to link search marketing and direct marketing concepts.
1. Targeting & Segmentation
A central theme of direct marketing is targeting.
On broadcast television, advertisers show the one advertisement to many people, and hope it will be relevant to a small fraction of that audience. Most television advertising messages are wasted on people who aren't interested in those messages. It’s a scattergun, largely untargeted approach.
Search marketing, a form of direct marketing, is targeted. Search marketers target their audience based on the specific keywords the audience use.
Search marketing is concerned with the most likely prospects - a small fraction of the total audience. Further, if we analyse the visitor behavior of people using specific keyword terms post-click, we can find out who are the hottest prospects amongst that narrowly defined group.
The widely accepted 20-80 rule says that 20% of your customers create 80% of your business. An example might be "luxury vacations France", as opposed to "vacations France". If we have higher margins on luxury travel, then segmenting to focus on the frequent luxury travel buyer, as opposed to a less frequent economy buyer whom we still might sell to, but at lower margins, might be more in line with business objectives. Defining, and refining, keyword terms can help us segment the target market.
Once you get a search visitor to your site, what happens next?
They start reading. Such a specific audience requires focused, detailed information, and a *lot* of it, or they will click back.
It is a mistake to pitch to an "average" audience at this point i.e. to lose focus. If we’ve done our job correctly, and segmented our visitors using specific keyword terms, we already know they are interested in what we offer.
To use our travel example above, the visitor who typed in “luxury vacations in France” wants to hear all about luxury vacations in France. They are unlikely to want a pitch about how wonderful France, as a country, is, as the keyword term suggests they’ve already made their mind up about destination. Therefore, a simplistic, generalized message selling French tourism is less likely to work.
Genuine buyers - who will spend thousands on such vacations - will want a lot of detail about luxury travel in France, as this is unlikely to be a trivial purchase they make often. That generally means offering long, detailed articles, not short ones. It means many options, not few. It means focusing on luxury travel, and not general travel.
Simple, but many marketers get this wrong. They go for the click, but don’t focus enough on the level of detail required by hot prospects i.e. someone most likely to buy.
One advantage of the web is that we can spend a lot of time getting a message across once a hot prospect has landed on a site. This is not the case on radio. Radio placements only have seconds to get the message across. Likewise, television slots are commonly measured in 15 and 30 second blocks.
On the web, we can engage a visitor for long periods of time. The message becomes as long as the customer is prepared to hear it.
The keyword tells you a lot about visitor intent. “Luxury travel France” is a highly targeted term that suggests a lot about the visitor i.e. their level of spend and tastes. If we build keyword lists and themes associated with this term, we can personalize the sales message using various landing pages that talk specifically to the needs of the visitor. Examples might include “Five Star Hotels”, “Luxury Car Hire”, “Best Restaurants In Paris”, and so on. Each time they click a link, or reveal a bit more about themselves,we can start to personalize the message. Personalized marketing works well because the message is something the prospect is willing to hear. It’s specifically about them.
We can personalize the journey through the site, configuring customized pathways so we can market one-to-one. We see this at work on Amazon.com. Amazon notes your search and order history and prompts you with suggestions based on that history. One-to-many marketing approaches, as used in newspapers, on radio and on television typically aren’t focused and lack personalization. They may work well for products with broad appeal, but work less well for defined niches.
5. Active Response
We’re not just interested in views, impressions, or reach. We want the visitor to actively respond. We want them to take a desired, measurable action. This may involve filling out a form, using a coupon, giving us an email address, and/or making a purchase.
Active response helps make search marketing spends directly accountable and measurable.
People either visit via a search term, or they don’t.
Whilst there can be some advantage in brand awareness i.e. a PPC ad that appears high on the page, but is only clicked a fraction of the time, the real value is in the click-thru. This is, of course, measurable, as the activity will show up in the site statistics, and can be traced back to the originating search engine.
Compare this with radio, television or print. It’s difficult to know where the customer came from, as their interaction may be difficult to link back to the advertising campaign.
Search marketing is also immediately measurable.
Some keyword terms work, some do not. Some keyword terms only work when combined with landing page X, but not landing page Y. By “work” we tend to mean “achieves a measurable business outcome”.
Different combinations can be tried and compared against one another. Keywords can be tested using PPC. Once we’ve determined what the most effective keywords are in terms of achieving measurable business outcomes, we can flow these through to our SEO campaign. We can do the reverse, too. Use terms that work in our SEO campaigns to underpin our PPC campaigns.
This process is measureable, repeatable and ongoing. Language has near infinite variety. There are many different ways to describe things, and the landing pages can be configured and written in near infinite ways, too. We track using software tools to help determine patterns of behaviour, so we can keep feeding this back into our strategy in order to refine and optimize. We broaden keyword research in order to capture the significant percentage of search phrases that are unique.
In that past, we’ve talked a lot about Google’s brand bias, but no matter how a brand is defined in technical terms, the reality is that Google cannot leave popular brand sites out of the search results.
If a person searches for, say, AVIS, and doesn’t see AVIS in the top spot, then as far as the searcher is concerned, Google is broken. If a person searches for various car rental terms and does not see AVIS somewhere, then it's also likely they'll expect Google is broken.
There was a time on the web when relevant information was harder to come by. Not so now. Now, we have too much information. We don’t even know how big the internet is. They're guessing two trillion pages. And counting.
One way to do that is by developing a clear brand identity.
What Is A Brand
A logo? A set of graphics? A catchy name?
Plenty of companies have logos, graphics and a catchy name but they do not have strong brand identities. A brand is largely about how other people define you. They define you based on the experience they have when engaging with you.
For example, take Apple. How would you define their brand? The logo? The shops? The fonts they use in their advertising?
These aspects are not Apple’s brand. Apple’s brand is in the way Apple’s customers feel about Apple. It’s a feeling tied up with concepts such fashion, design, innovation and quality - and unique to Apple.
This feeling creates a clear identity in the mind of the customer.
Having a clear identity makes you memorable. People will remember your site name. People will search for your site name. And when enough people do that, then there is little chance Google can ever drop you below number #1 for brand searches. If you get it right, Google will even rank you against relevant related keywords you aren't targeting.
Because Google would look broken if it didn't feature you.
Tooting our own horn here, but if you typed “seo book” into Google, and didn’t see this site, you’d think Google was broken. There are plenty of books on SEO, but only one “seo book” that owns a clear brand identity in this space. And SEO Book gets plenty of traffic from other search search related terms that it does not target, because Google associates the site so strongly with the "SEO education" niche. The people who search on SEO queries click on this site, and once they arrive, they don’t click back too often.
Own Your Space
Any company, no matter how small, can develop unique brands and build their own brand related search stream, and associated searches, over time.
If you run a small company, do you occupy clear space? By clear space, think focused, unique selling proposition. What is the thing you offer that others do not? If other people offer what you do, then what is the thing you do better? How do people describe you? Can they reduce it to an elevator pitch? Is what you offer focused, or confused?
It’s about more than providing something a bit unique. In a cluttered environment, like the web, it's about creating something genuinely different. Probably radically different, given the high level of noise in the search results.
Once you have your differentiation down you can then advertise it, which creates further brand awareness: "High dwell campaigns are three times more efficient at stimulating branded search."
This makes for a more defensible search marketing strategy, because it's difficult for generic competition to emulate you once you've carved out a clear identity. It’s not about offering more features. Or a lower price. Those things are details. It’s about crafting a unique identity that others will know you by. Focus on the parts of your business that really make the money, and considering orienting your entire identity around that one aspect.
The problem with not having a clear identity and point of difference, when it comes to SEO, is that it is a constant battle to maintain position. Google can easily flush all the me-too sites that chase generic keywords and Google’s users aren’t going to complain. The sites with unique identities don’t have to spend near as much time, energy and money maintaining rank.
But hang on, doesn’t this go against everything SEO is about?
There’s nothing wrong with chasing generic terms. It’s a completely valid strategy. However, if we’re in it for the long haul, we should also make an effort to develop a clear, differentiated brand. It means we can own our space in the search results, no matter how Google changes in future.
Look at Trip Advisor. Google may be gunning for the travel space with their own content acquisitions, but they’re going to look deficient if they don’t display TripAdvisor. They are going to look deficient if they don't show Trip Advisor when people are looking for just about any travel review queries, whether Trip Advisor is targeting them or not, because Trip Advisor are synonymous with travel reviews. By not featuring Trip Advisor, Google would merely encourage more people to by-pass Google and search Trip Advisor directly.
That's a powerful place to be.
Not everyone can dominate the travel space like Trip Advisor, of course. But it is worth noting that Trip Advisor started small & the principle is the same, no matter what the niche. It’s about becoming the most memorable site in your niche. No matter if it’s poggo sticks for one legged dogs, then be the go-to site for poggo sticks for one legged dogs. Eventually, word gets around, and such a site become synonymous with poggo sticks for one legged dogs, and associated terms, whether they optimize for related terms, or not.
Google will associate keywords with this site in order to deliver a relevant result, and if this site owns the “poggo sticks for one legged dogs” niche, then their SEO workload is greatly reduced.
Are They Talking About You?
Your brand should be something people will talk about. Where are all the links coming from these days? Social networks. Google pays attention to social signals - tweets, Facebook, Google+ and other social links - because that is the way many links occur. They are markers of attention, and Google will always look for markers of attention.
And as their audiences click through to you, Google gets valuable signals about your relevance to entire groups of people. You can be sure Google is grouping these people by interest - creating demographic profiles - and if your site interests a certain group, then this will flow through into searches made by these groups. Google can also tie many of these users back to their identities by using persistent cookies & Google+.
That's the way it's going. SEO, and wider marketing and brand strategy, will all meld together.