How To Convince C-Suite To Support Brand-Based SEO

In this edition of ASK A SEO, the marketing manager corresponds with the question:

My company put pressure on me to deliver more traffic on our product pages.

How can I try to convince CMO that we should invest more in the construction of a brand that is most likely to reduce traffic?

So much can be chewed with that question. Before I get into a thick one, I want to cause an assumption: “Building a brand that is most likely to reduce traffic.”

This is something I often hear from clients often. This is the assumption that I hear all the time from SEO. Although this is true in this particular case, I would like to say something regardless.

I am glad the brand has went into the seo conversation. Long late.

At the same time, the brand was not forte Search marketing industry. As a result, there is a lot of saying that, when put under control, it is not held.

I would take a lot of brand strategy you hear from the SEO industry with a grain of salt.

Just because you are targeting the audience does not mean that you are losing a wider range. This can happen – and that should very often happen – but doesn’t this happen?

You can talk very deeply to the fundamental audience, and you do not lose your secondary audience’s attention. Streaming platforms do it all the time.

The Apple TV has an identity around a great scientific-fantastic content, but also speaks to a wider audience because he throws some solid comedies in the mix (at least in my opinion).

Both of these “identities” act because there is a common thread: Apple stands out for more quality than other platforms.

So, will you lose traffic by focusing on the brand? You should probably, but that’s just because I was several times around the proverbial SEO block.

However, it is fully possible to do things like turning to a new audience, keeping the old one.

The loss of the audience as a result of the construction of the brand is not 100% not inherent in the outcome. If anything, in the long run, this is the opposite. The brand building is All about connecting with more audiences over time.

We go to your question and work with the assumption that you will lose traffic by increasing the content and aiming of audiences.

I will not even go into the obvious point and watch the absurdity that I do not want to have a more specific focus and a more refined audience that targets “traffic”.

So we will work with two rooms:

1. You will lose traffic by focusing on the brand.
2. Don’t get that “traffic” somehow “bad”.

How do you sell this CMO?

For conceptual CMO

I will start with a very conceptual level that is unlikely to talk to your CMO, but it is very important that you understand when you make your own correct one.

The web is not a web that you think is. The web was a place where Wired could write about the cough coffee and rank them because everything was on the same basis.

It was a giant “web” that was united, where anyone could rank anything as long as the content was halfway decent.

That web no longer exists.

There is no “internet”. There is an internet that talks about home goods. There is an internet that deals with technological products. There is an internet that is involved in sports.

On this Internet, Wired is not important for the coughs of coffee. This is not his sphere of influence. The web is no longer a giant unique emptiness that the algorithms sift to pick up any page on all topics.

Imagine the Internet as independent spheres that sometimes move and overlap with other orbits, but are mostly independent.

If you sell this bowl of goods to CMO, I would set it up as you go in front of the curve. You go over in front of the loss of traffic that has already hit so many sites and will eventually hit yours.

I would sell it as “the possibility of an appearance that the landscape changes.” You need to function in alignment with the ecosystem. No way to do it.

If you don’t, everything will hit the fan. It’s just a question “when.” Usually the brands will wait until it is too late.

It does not work within the ecosystem limits is like an attempt to paddle a boat at the skating rink using a tennis racket.

For pragmatic cmo

The conceptual construct I just defined will not talk to most of the CMO.

Although it is extremely probably that you, the marketing vice president, the growth manager, marketing manager, etc. Understand this point, most CMOs are not in contact with the ecosystem enough to annoy this argument.

For most CMOs I would start with competition. Show similar websites that have suffered in traffic losses because they have not changed from the tide.

If you are a competitor to HUBSPOT, show all the lost traffic hubpot. And then translate it into all the dollars spent on time and resources trying to capture traffic, as if it were in 2015.

The hope of your audience makes it cheaper to lead marketing campaigns and property.

Don’t pay to talk to everyone. Pay to talk to the right.

If it’s yours Marketing strategy It aims to throw a wide net, inevitably either pay for content production that is not worth it or simply pay for pure visibility that is not worth the value.

You can also do the opposite. You can show competitors who were in front of the curve. This usually shines a fire below most CMOs. Seeing that competition in any way goes “forward” is very uncomfortable for staff at C.

If you can show that your strategy is already implementing competitors, squeeze. And frame. Frame well: “Our competitors begin to talk directly to our final targeted audience, and you can see this here, here and here.” This will have an impact that will not neglect.

You have to try to concretize it as much as possible.

A problem with Mark, as Alli berry Once he tells me, it’s a quiet killer. I witnessed this firsthand with clients several times.

You do not realize that it is a decline in the efficiency of the brand until you have the right problem on your hands.

What happens is, over and over, a decline in the efficiency of the brand is first manifested in any performance channel.

Suddenly your performance is on social networks or an organic search performance in decline.

Immediate knee reaction brands have (especially as you move toward the scale) is to repair the channel.

These are meetings that tell you to change things and repair the performance. You know, the meetings you go with your head are shaking because it is clear that no one knows what they are talking about.

The reason why this happens is that the problem is not a channel. There is nothing wrong with a session or a strategy in itself. Instead, there is a huge gap in the brand strategy and begins to have an impact.

The “surprise” of performance problems can be an external shift (for example, a change in consumer behavior) – and this can definitely happen.

However, from my experience, the usual culprit is a loss of stamps.

The product often affects the market at the right time, in the right way, in the right place. The stars are aligned and the brand is moving.

At some point, Mark affects what I say to my clients “the point of maturity fold.” The brand can no longer ride the momentum of its product or service in the same way, and the effectiveness of the brand (and marketing potential) goes away.

When this happens, most brands have a strong client base, etc., so they never look internally. Instead, they focus on specific performance problems. So Mark becomes a quiet killer.

Your job is not that this happens to you. If you manage a marketing team at any level, your job is to push this problem in the bud.

If your CMO is more reflective and so on, then the argument I gave before could have succeeded.

That’s not the norm, so you have to concretize the argument.

Whether, as I mentioned, through the angle of competition or anything else, you have to gain a perspective and then translate that perspective into convenience.

Roll with your CMO

My last advice is to know your audience. CMOs are often bold and brave (probably because they think they have to be), so you speak that language. Come with a plan that has a little edge and smell.

If it’s not your CMO, don’t. If by nature they are more analytical, Show data.

It’s just a matter of knowing your audience and what language they speak. You have to roll where they are as a whole CMO and the company. Otherwise, you may have the biggest plan, but they won’t land.

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FEADED Picture: Paulo Bobita/Search Science Journal