Sorry, but odds are you’re failing at SEO and probably don’t even realize it.
That was the cold splash of water in the face that I got talking with Jessica Bowman, owner of enterprise SEO consultancy SEO Inhouse, author of The Executive SEO Playbook, and an editor-at-large for Search Engine Land. Jessica is pretty much the world’s leading expert when it comes to running successful SEO at large enterprise companies.
Frankly, SEO is not a subject that has received a lot of attention the martech and marketing operations community — certainly not the attention it deserves when you realize (a) how important it still is to marketing in a digital world and (b) how far beyond the “SEO team” good SEO practices need to be managed.
We’re going to rectify this at the upcoming MarTech conference, where Jessica will deliver both a breakout session, An SEO Framework for Marketing Operations & Technology Leadership, and an optional half-day workshop, Optimizing SEO Operations for Marketing Leaders.
But in advance of that, Jessica agreed to the following Q&A with me to address some of the common questions that an otherwise well-versed marketing technology leader might have about enterprise SEO.
If I’m a senior marketing executive, I might be inclined to think, “Sure, SEO is important, but it’s just one of the responsibilities of my website team.” What am I likely missing?
The thing about SEO that executives do not realize is that SEO teams don’t actually “do” most of the SEO at a large company. They do a lot of work to determine what needs to be done, but in reality, it’s what other teams “do” that most directly impacts SEO. And if it’s done wrong can hurt SEO and revenue.
Every single day, everyone touching the website is doing SEO, whether they know it or not.
Every single day, everyone touching the website is doing SEO, whether they know it or not. They are either making multi-million dollar decisions that help SEO or hurt it. This includes every role touching the site or influencing any mentions and links on third-party sites.
The only exception are the people/teams only working on things not in search engines (e.g., checkout pages and pages behind a form or login screen). Everyone else is doing SEO and making million dollar decisions to help or hurt SEO — without necessarily any knowledge of how to account for it in their decision-making process. And that should be scary to an executive.
The biggest challenge companies face with SEO is that hierarchically, the SEO team is often lower than the managers of the teams they need to “do” SEO. As a result, they don’t get the amount of respect they need to get other teams to do their share of SEO.
Because of this, SEO teams need executive champions to get teams who are unknowingly influencing SEO every day on board with doing what needs to happen for SEO. It’s not just an executive saying, “We all need to SEO.” There is more to it than this and most executives are not ushering in SEO in such a way that actually drives the right changes in knowledge, standard processes, accountabilities and behavior for the long haul.
If executives are not aware of what is needed for SEO, they often end up advocating the exact opposite of what the SEO channel needs to both maintain and grow SEO revenue.
Here’s an example from one of my clients. In SEO, most keywords need more content on pages to rank high. This requires changes in design and content. Yet many teams that control these aspects of the website are not even including SEO teams in meetings or requirements where decision are made to do things like reduce content on pages. As a result, a decision was made to reduce content to the point that SEO would be negatively impacted by 50% or more.
I’ve heard that if you just produce good content, Google kind of takes care of SEO for you. Is this totally naive? Why?
Yes, this is completely naive. (Ed: Thanks.)
Large companies have dozens to hundreds of people impacting SEO every single day. The problem is they don’t know it. As a result, they make multi-million dollar SEO decisions, without even thinking about SEO. Sometimes those decisions are good for SEO, more often they’re not.
I just spent two weeks onsite with a client training teams company-wide, and the biggest ah-ha’s by everyone, particularly those not on the content team were:
- “I didn’t know how much I impact SEO” was said by pretty much everyone in every role. It’s far bigger than just good content.
- “I didn’t realize how making one small decision can snowball into huge SEO problems.” We walked through decision after decision by almost every team working on the website that has systematically killed SEO traffic over a few years, just because no one thought to account for SEO, nor had the skills to do so.
What SEO entails is huge, far bigger than people realize. I have identified ten pillars of SEO at enterprise-level companies. When I walk executives through these ten pillars, they begin to realize SEO is far bigger than just content.
What is even more surprising to everyone in training is that each role impacts 3-10 pillars in pretty much every decision they make — you cannot say, “I’m a writer, so I only influence pillar #2, which is about content.”
Below are the ten pillars of SEO in what I call the F2R Framework (F2R meaning “Force to Reckon With”):