marți, 3 septembrie 2013

SEO in the Personalization Age

SEO in the Personalization Age


SEO in the Personalization Age

Posted: 02 Sep 2013 04:09 PM PDT

Posted by gfiorelli1

Only eleven years have passed since Steven Spielberg's Minority Report was released, and yet the future it depictsâ€"the year 2054â€"is much closer than we think:

In many respects, we can say that the future is (almost) now.

Of all the things that were presented in Minority Report, the one that most concerns us as SEOs and inbound marketers is the personalization of experiences that our potential customers have when looking for a product and/or information, when they share things online, and when they interact with our brands on our websites.

Search marketing and personalization

Personalization in search marketing is not something newâ€"it was (re)launched on Google in 2005. Still, it was only with the launch of "Search, plus Your World" (January 2012), the rollout of the Venice Update (February 2012), and the introduction of Google Now (July 2012), that the personalization factor has become predominant.

If we ask everyday Google users about personalized search, though, this is what they answer:

This data from the excellent infographic on seotraininglondon.org reveals something that we might have guessed in talking about rankings with our clients: the average user does not know that their Google SERPs are personalized.

To tell the truth, we SEOs also tend to forget that search is almost always personalized, and we examine concepts such as, for example, neutral search.

For example, we tend to act this way when we try to understand the rankings of our sites or when we do competitive analyses. It is certainly not incorrectâ€"it is a necessary starting pointâ€"but in reality, it is not enough anymore.

Take the case where our site is national or global: In that case, the personalization of the search experience is such that we should not only check how our site ranks in the U.S. or the UK, but we should also in smaller geographic areas of our targeted country.

At the same time, we should see who our competitors are with a "micro-geographic" focus. In fact, while we might be on the first page in a totally neutral search with its geographical center being the political capital of the country we are analyzing, maybe we don't rank so highly in the searches done in a city that we consider a target as important as the "nation" (i.e. Seattle or Manchester).

Why? Because the often shamefully forgotten Venice Update enhances the localization of the user performing a search in terms of how their SERPs are shaped. Hence, local businesses, which might not be relevant on a national/global scale, are indeed relevant locally. In those cases, they can be shown at the expense of "national" or "global" sites, which often do not possess sufficient relevance at a local level.

And that's personalization (note: in the concept of personalization I personally include context, because without it, personalization would provide a poor search experience).

But that's not the only way localization influences the personalization of search.

In fact, as both Tom Anthony and Will Critchlow explained well, localization (and other contextual information) is a key component of what they defined as "new queries," which include both a explicit and implicit aspect.

An even stronger implementation of personalization is possible: implicit-only queries, as they are defined by Baris Gultekin in this video interview shot at Google I/O 2013.

These queries are those that users don't even actually perform, but that Google predicts they are implicitly performing. The results are shown in Google Now cards:

In the first case (personalization due to geolocalization), we can try to acquire more relevance on a local level by creating events (online and/or offline), connections with local web sites, and partnerships with local influencers. Those influencers can be found with tools that geographically map social media followers/fans, such as Followerwonk (all the better if they are already connected with us):

Or, we can take advantage of the geographical segmentation of the people we have circled on Google Plus (and of the local communities' pages, if they exist):

In the second case ("new queries" with implicit and explicit aspects), we can try to "enter" in the personalized SERPs of our users, creating content that is contextually relevant to a topic + location + device. For now, though, it is quite hard to determine how, from where, and for what a user is already searching on our own sites via Google search. This information can't be easily understood with tools like Google Analytics, and Google Webmaster Tools does not offer us the opportunity to dig deeper than the country level. Hence, the best way to get this information is by actively obtaining feedback directly from our targeted audience.

In the third case (totally implicit queries), we can go with the classic SEO's first reaction of fright and ask to have our site integrated in the Google Now ecosystem, as Zillow, Booking, Urbanspoon and many others have already done.

Personalization and Knowledge Base

Last May, at Google I/O 2013, Amit Singhal said, "The search of future will need to answer, converse, and anticipate."

With "answer," he refers to the Knowledge Graph, with "converse" to Voice Search, and finally with "anticipate" to Google Now. Knowledge Graph and Google Now are based mostly on the so-called Google Knowledge Base, and in both casesâ€"as well as in Voice Searchâ€"semantics and entity recognition play an essential role.

Semantics, entity recognition and the Knowledge Base, then, are the foundation on which Google can really achieve the goal of creating its dreamed-of Star Trek computer, capable of providing information to the user by predicting its needs for information.

As I wrote in a previous post here on Moz, the Knowledge Base helps Google by answering how and why the documents are connected and searched, as well as an understanding of what named entities those same documents cite and are related to.

The most evident examples of this are the Knowledge Graph boxes:

This snapshot, though, shows another example of personalization.

Google presented me Saint Peter the Apostle because in a neutral search I performed before, Google agnostically presented me all the entities the Knowledge Graph could relate to the query "Saint Peter".

As you can see, neutral "objective" searches still play a huge role in Google... but is this really so? No, it isn't.

Even in a neutral search, personalization of search is present. Here are a couple of examples:

Knowledge Graph disambiguation boxes in Google.it neutral search for "San Pietro"

Knowledge Graph disambiguation boxes in Google.com neutral search for "San Pietro"

Knowledge Graph disambiguation boxes in Google.fr neutral search for "Saint Pierre"

Knowledge Graph disambiguation boxes in Google.com neutral search for "Saint Pierre"

Localization of the usersâ€"both geographically and linguisticallyâ€"plays an evident role in the personalization of search.

But that's not all. In factâ€"as I said beforeâ€"personalization is always acting, not just when users are logged in. When you're not signed in, Google uses a cookie to personalize your search experience based on past search information linked to your browser.

The more someone uses Google for search, even logged out, the more Google understands and refines the search experience for that user. Knowing that there are about 5,134,000,000 searches performed every day, we can understand how the Google Knowledge Base is endlessly updating itself. That is not Big Data, that's Gigantic Data, all used for one purpose: to offer more personalized search and ad results.

How does Google personalize search?

Search History is surely the most important factor, but as we saw, localization has assumed an increasing relevance, especially because of the rise of mobile search.

Google seriously knows a lot about us. Crazypants! as a friend of mine would say.

How does search history shape the personalized SERPs, and how can Google strengthen the personalization of SERPs in relation to a query when search history is not present or is not sufficient by itself?

Google does this thanks to search entities, a concept that is explained in depth by Bill Slawski in this post.

Search entities, as described by Bill, are:

  • A query a searcher submits
  • Documents responsive to the query
  • The search session during which the searcher submits the query
  • The time at which the query is submitted
  • Advertisements presented in response to the query
  • Anchor text in a link in a document
  • The domain associated with a document

The relationships between these search entities can create a "Probability Score," which may determine if a web document is shown in a determined SERP or not.

I warmly suggest you read Bill's post to find out more about all the possible relationships that can exist between these search entities, but for this post, I'd like to focus on these ones:

  1. The strength of relationships between these entities can be measured using a metric obtained from direct relationship strengths (derived from data indicating user behavior, such as user search history data) and indirect relationship strengths (derived from the direct relationship strengths).
  2. A relationship between a first entity that has insufficient support (e.g., not enough search history data) to associate a given property with the first entity and a second entity that does have sufficient support to associate the given property with the second entity can be identified, and the given property can be associated with the first entity with higher confidence.
From an SEO point of view, these two cases are telling us that even though we aim for a neutral search environment, we should never forget that 99% percent of a user's search experience is personalized. We could define this attitude as "growth hacking SEO."

Moreover, we could take advantage of the personalization of search thanks not only to being included in the personal search history of the users, but also to connections created with entities that are already in those users' search history. This connection can be a link, a citation, or a co-occurrence in a document, which is considered more relevant than the query alone or the search history of the users.

Somehow this is not something new. In fact, when Richard Baxter talks about doing really targeted outreach, we know it is good from the point of view of being discovered by the audience. Creating content for other sites that are used by the people influencing our target market will often result in new users of our own site.

But now, this patent about search entities is evidence that typically inbound tactics can have a direct reflection on a purely search-related level.

Semantic web

When we talk about entities, we usually think about people, places, and things (i.e., a brand). But web documents are also entities.

And, in light of what is described in the patent cited above, the "probability score" of a web document, which can determine its presence in a SERP or its visibility in results for a determined query based on all the classic on-page "ranking factors," can be improved by the use of structured data.

Structured data, from schema.org, Microdata and Open Graph, are important not just because they can gift our site's search results with a rich snippet. That snippet is the facade of something more important: helping the search engines better understand what a document is all about.

For instance, the breadcrumb schema is surely important because it can help add mini-sitelinks to our snippets, but it is even more important because it clearly tells search engines how the documents in our site are hierarchically related between them.

Or, using an even better example, the article schema is the only way (or at least so it is described by Google) to obtain visibility in the In-Depth Articles search blend.

Therefore, the use of structured data has become essential, not only because rich snippets offer us a greater visibility in the SERPs, but also because not many people are using it (36.9% of URLs use Open Graph, and 9.9% use Schema.org, as reported by Matthew Brown at MozCon). In addition, structured data can help increase the relevance of a document for a determined query simply because it "helps our systems to better understand your website’s content, and improves the chances of it appearing in this new set of search results."

The social layer

We know that social has a correlated impact on rankings. How, though, does social have a direct impact in the personalization of the SERPs?
Once it was with the social annotations from Twitter (and now from Google Plus), even though it's legit to consider that social activities other than those on Google Plus still weigh on how personalization works.

"Search, plus Your World" (SPYW), which de facto is how all logged in users use Google.com, can seriously help in outranking your competitors.

For instance, "The International SEO Checklist" by Aleyda on Moz ranks first for me and not third, because Aleyda and Gigi (and others in my Circles) plussed it. The "International SEO" Q&A page on Moz ranks third for me, simply because I have Moz circled. If it was not so, that page would not be present in the TOP 100, which we can see from a neutral search.

That means that, yes, in a personalized environment like SPYW, +1s have an impact in rankings, while that's not the case in a neutral search.

Even if SPYW is not present outside of Google.com, plusses still play a prominent role in how SERPs are personalized. For instance, if I search for "International SEO" in Google.es, and I am logged in, by default Google is showing me search results from Aleyda's posts, because they were all plussed by many people I'm circling on Google Plus. Instead, a neutral search in Google.es will show a completely different SERP.

The fact that we don't have the option to switch to a neutral SERP in Google.es (or in the other regional versions of Google) means that all logged in users, if they are active on Google Plus, see an extremely personalized search result page.

The first snapshot presents a logged in personalized search in Google.es for "International SEO". The second a neutral search. The influence of Google Plus in the first one is evident.

If we can find an evident social layer in search results, social media also has correlated values that can influence the personalization of the SERPs: branded keywords searches, prop-words, and an increase in search volume for our brand and related keywords.

In fact, we know that social media resides at the top of the funnel in the discovery phase. What we don't realize is that social is also present in a post-discovery phase, when users are searching for confirmations to their conversion intentions.

If we are very active on social, and moreover if we are able to create authority via social media, if we do our homework, andâ€"as SEOsâ€"if we optimize how content is shared socially (SEOcial), then we can instill in our audience those keywords and topics for which they will search for us later on.

Email marketing and personalization

We can also influence the personalization of search with the integration of email marketing to our SEO activities.

We usually tend to consider email marketing just another channelâ€"a very good one if performed correctly, because it can offer great conversion rates and huge amount of organic traffic, but we rarely think at it as a way to obtain visibility in search.

Now that is possible.

For totally implicit queries, we can mark up the emails we send to our users with schema.org for GMail.

The reminders we offer to our users will be presented as Google Now cards on mobile, but these annotations will also allow users to perform (voice) searches, which will deliver those same reminders created from the information we have marked up in our email.

For all the other kinds of queries, it is also possible to use email marketing in order to have visibility in the SERPs.

If you are a tester of the Gmail Search Field Trial (and use Google.com based in the US), you should see these enhanced results in your SERPs:

As you can easily tell, emails relevant to a user's search can be shown in the SERPs.

This opens a completely new area of SEO activity, in which potential factors are:

  • Who you email: If you email John Doe a lot, it’s likely that messages from John Doe are important.
  • Which messages you open: Messages you open are likely to be more important than those you skip over.
  • What keywords spark your interest: If you always read messages about soccer, a new message that contains those same soccer words is more likely to be important.
  • Which messages you reply to: If you always reply to messages from your mom, messages she sends are likely to be important.
  • Your recent use of stars, archive and delete: Messages you star are probably more important than messages you archive without opening.

I am not guessing these GMail ranking factors; I took them from this patent by MailRank now owned by Google.

Conclusions

Luckily Amit Singhal is present in this snapshot, or many of you would have started getting crazy with me.

Amit Singhal is right when he says that "Answer," "Converse," and "Anticipate"â€"deep personalization of search, I called itâ€"is going to change search as we know it.

Is this maybe the reason why the Search Team at Google is now called the Knowledge Team? Is this maybe the main reason for "Not Provided" keywords, as Will Critchlow mentioned?

What I know is that personalization is already so heavily present in search that avoiding it in the name of a fading neutral search is not doing good SEO.

Moreover, personalized search is clearly telling us how SEO alone is not enough, but that content, social, and email marketing by themselves are also not enough to obtain a real and complete success in Internet marketing.

SEO, for instance, needs social to help people discover a site, just as social needs SEO to reward its activity with recurring conversions on the site.

Personalized search is pushing us to hasten the destruction of silos between Internet marketing disciplines, and hopefully it will oblige marketers to change and embrace a more holistic way of promoting a business online.

Maybe with the rise of deep personalization SEO will finally become Search Experience Optimization, and have users at its center instead of search engines.


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Seth's Blog : Learn together

 

Learn together

I'd like to invite you to find out about a new project, launching in beta soon.

4H, Toastmasters, AA, book groups, Meetup, midnight basketball, community college, jazz bands, ...

There's a pattern here.

We learn best when we learn together.

It's not merely the logistic efficiency of putting people together in a room. Now that the internet replaces that efficiency, we see that 'more for less' is the least of it. Learning together serves a crucial function... it makes learning happen.

The dropout rate of massive online courses is higher than 97%. It's easy to be exposed to education, but actually quite a challenge to learn. Access to education isn't sufficient... something else is going on.

I think it's important for many of us to step up and lead and organize and teach. I led a project this summer designed to explore how that might work.

If you'd like to know more about what I've been working on, sign up for the Krypton newsletter/blog with the box below today (or click here to sign up if the form doesn't work on your device). I'll share the details of this experiment with those that sign up over the next three weeks.

The first project launches October 1. I hope you can be part of it. (It's free and I'll never share your contact info).

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luni, 2 septembrie 2013

Mish's Global Economic Trend Analysis

Mish's Global Economic Trend Analysis


DeLong-in-Wonderland

Posted: 02 Sep 2013 08:10 PM PDT

Preposterous economic proposals from economists living in academic wonderland are the norm.

For example: Please consider the following statements by Brad DeLong, a professor of economics at the University of California at Berkeley, from his post Central Banking: Banking Camp vs. Macroeconomics Camp.
A prolonged and sustained central-bank policy of purchasing ever-increasing quantities of long-term assets is essential to get a financial sector with diminished appetite for risk to use some of its risk-bearing capacity for its proper purpose of reducing the risk burden on entrepreneurship and enterprise. But such a policy removes diminishes financiers' ability to rely on the easy business of riding the duration yield curve for profits. A simple and straightforward central-bank statement that in the aftermath of 2008-2013 it is clear that inflation targets in the 0-2%/year range run unwarranted downside employment risks, and that inflation targets should instead be in the 2-4%/year range is an obvious no-brainer from the standpoint of an organization that exists to balance aggregate demand to potential aggregate supply.
In Academic Wonderland

Those in academic-wonderland think inflation is the cure for everything. Somehow they know (or believe central banks should know)...

  1. The right amount of inflation
  2. The right amount of risk taking
  3. The right amount of unemployment
  4. The right policies that will achieve 1, 2, and 3 above.

In the Real World

  • In the real world, the Fed can set inflation targets but the market does not have to agree
  • In the real world, The Fed can target money supply but it cannot force consumers to borrow or banks to lend
  • In the real world, asset bubbles frequently form before price inflation hits
  • In the real world, the Fed missed a huge asset bubble in dotcom stocks in 1998-2000
  • In the real world, the Greenspan Fed created the biggest housing and credit bubbles in history
  • In the real world, Bernanke did not even realize there was a housing bubble until it burst

No Brainer or No Brains?

DeLong states "... it is clear that inflation targets in the 0-2%/year range run unwarranted downside employment risks, and that inflation targets should instead be in the 2-4%/year range is an obvious no-brainer..."

  1. If inflation was a cure-all, India would not be in the midst of a currency crisis
  2. If achieving 4% price inflation without causing other economic distortions was so easy, Japan would have had inflation decades ago

I could provide a thousand more examples but won't.

Delong-in-Fantasyland

DeLong humorously bills his blog as "Grasping Reality with Every Possible Tentacle: Brad DeLong's Semi-Daily Journal--Fair, Balanced, and Reality-Based 99.4% of the Time".

Let's return to the real world.

When Nixon closed the gold window, the expansion of credit exploded. The Fed blew asset bubble after asset bubble. Fed policies not only got the US economy in serious trouble twice, those policies continue to play a huge part in the wage discrepancies that inflationists like DeLong moan about.

In the real world, Japan got in trouble to the tune of 250% of GDP with ridiculous Keynesian and monetarist "solutions" that did not work.

In the real world, Japan is in deep trouble financing interest on its national debt, even at rates close to 0%.

Delong-in-Wonderland says the cure for such problems is more of the same polices that got us in trouble in the first place.

DeLong may as well stand in front of the ocean and command the tides to stop. Such is the thinking (or lack thereof) of those in ivory towers who think mind-over-matter and Alice-in-Wonderland policies work.

Mike "Mish" Shedlock
http://globaleconomicanalysis.blogspot.com

India Manufacturing PMI Contracts for First Time Since March 2009; Eurozone Manufacturing PMI 26-Month High of 51.4

Posted: 02 Sep 2013 08:50 AM PDT

A weak manufacturing recovery of sorts is underway in Europe. How long it lasts remains in question, with France not participating in the recovery.

The Markit Eurozone Manufacturing PMI® shows Final Eurozone Manufacturing PMI at 26-month high of 51.4 in August (July: 50.3).


Country PMI Rankings



The upturns in production at German, Italian, Dutch and Austrian manufacturers all strengthened on the back of improving inflows of new business. Output also rose further in Ireland and returned to growth in Spain as a result of an increase in new business. All of these nations also reported higher levels of new export business, with rates of increase hitting 28-month highs in Italy and the Netherlands, a 32-month record in Spain and a 29-month high in Austria. German exports rose following five months of decline, while the rate of growth in Ireland held broadly steady at July's seven-month peak.

In contrast, output, new orders and new export orders fell at French manufacturers. Production also declined in Greece, despite stabilisations in both total new business and foreign demand following prolonged spells of contraction.
India Manufacturing PMI Contracts for First Time Since March 2009

The HSBC India Manufacturing PMI™ shows Manufacturing operating conditions deteriorate for first time in over four years.


Business conditions in the Indian manufacturing sector deteriorated during August for the first time in over four years, with both output and new orders falling at faster rates. Export orders also declined, ending an 11-month sequence of growth.

The seasonally adjusted HSBC India Manufacturing Purchasing Managers' Index™ (PMI™) fell from 50.1 to 48.5 in August, indicating a moderate deterioration of business conditions. The latest index reading was the lowest in four-and-a-half years and the first sub-50.0 reading since March 2009.

Amid reports of fragile economic conditions and subdued client demand, new orders placed at Indian manufacturers fell solidly in August. Furthermore, the rate of contraction accelerated to the fastest since February 2009. Order book volumes across the intermediate goods sector decreased at a sharp and accelerated pace, while consumer goods producers registered a slight decline.

New business from abroad also fell, ending an 11-month sequence of growth. Anecdotal evidence suggested that competitive pressures increased and that demand from key export clients was weaker. Consequently, Indian manufacturers reduced their production volumes for the fourth consecutive month in August and at the fastest rate in four-and-a-half years.
Clearly this is not good for the Rupee. Nor is the outlook promising for India's preposterous growth target of 6 percent.

Mike "Mish" Shedlock
http://globaleconomicanalysis.blogspot.com

Seth's Blog : Q&A: Tribes and the reality of worldview

 

Q&A: Tribes and the reality of worldview

Our series continues with my book Tribes. It's nice that we're featuring it on Labor Day, a holiday in the US that celebrates some of the most impactful tribal behavior in recent history.

It's easy to gloss over the key points of the book, because for some, it's frightening to realize that each of us has the ability to find and lead like-minded people to make real and powerful change that matters. Lead, not manage. Like-minded, as opposed to converting those who have no connection to us, to each other or to our goals.

As we shift from an economy dominated by mass marketing of the mass produced, this ability to lead is fundamentally transformative.

The selfish nature of the industrialist (hey, I made this, how do I get people to buy it?) hasn't gone away. Whether it's a small coaching service, a non-profit, a local window cleaning business or a big company, the most misguided assertion is, "I have a tribe, how do I make it bigger?" In fact, you might very well have customers, but it's unlikely you have a tribe, not if you haven't intentionally worked to engage at this level.

So, the question... "One of my favourite passages from Tribes is:   

People don’t believe what you tell them.  They rarely believe what you show them.  They often believe what their friends tell them.  They always believe what they tell themselves.   

My question - what is the best way to join the conversation that is already taking place in the minds and hearts of your tribe?  What is the best way to seek out members of your tribe that have the same beliefs as you?" Thanks to Giovanni Marsico for the question.

We just celebrated the fiftieth anniversary of the March on Washington, and understanding how the organizers that led that singular event succeeded can help us understand how tribes work. They didn't create this movement by merely organizing people who already believed in the urgency of the civil rights movement and were ready to march. No, they organized people who already believed in their community, who already cared very much about what their neighbors (not everyone, just the circle of people from their church, their town, their community) did and thought. Only after they organized were they able to embrace their shared understanding of the enormity of racial segregation and respond to the leaders who made the urgency of the moment so clear.

So they began with the bravest early adopters, the few who held the worldview that it was not only their responsibility to take action, but that taking action now was urgent. Early adopters have a worldview different from their neighbors. They ask themselves, "what's vitally important and how soon can we start?" They gave these folks a path, coordinating and reinforcing their actions.

The next step, so critical, is that they amplified the social connections and media cues that would spread the idea of urgency to neighbors, to people less inclined to take action. "People like us do things like that." It's not an accident that the civil rights movement was lead by a Reverend, and that much of it was based in churches. Those churches were a natural nexus, a place where people were already coming to see what people like them were going to do next.

Worldview isn't sufficient, and worldview isn't impossible to change. But what worldview does is give you the bridge, the ability to engage people in the tribe, and then, and only then, do you have the privilege to change the conversation.

The goal isn't to find people who have already decided that they urgently want to go where you are going. The goal is to find a community of people that desire to be in sync and who have a bias in favor of the action you want them to take.

A long blog post, but worth it I hope: You don't build a tribe about the thing you want to sell. You don't even build a tribe about the thing you want to accomplish. You build it around the community and experience that the tribe members already want to have.

       

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Labor Day

The White House Monday, September 2, 2013
 

Labor Day

As a nation, we celebrate Labor Day to recommit ourselves each year to the idea that everyone who works hard in America has a chance to get ahead.

It's a goal that motivates President Obama every single day. It's why he's fighting for a better bargain for the middle class.

Getting ahead means a good education and a home of your own. It means health care when you get sick and a secure retirement even if you’re not rich. Above all else, it means a good job that pays a good wage.

So this Labor Day, take a moment to watch President Obama talk about why this holiday is so important, then share it with your friends:

Watch: President Obama's Labor Day message

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Planning for Success: Three Essential Consulting Project Plans

Planning for Success: Three Essential Consulting Project Plans


Planning for Success: Three Essential Consulting Project Plans

Posted: 01 Sep 2013 04:13 PM PDT

Posted by Benjamin Estes

Being a consultant can be an intense experience. Every client (and every day!) presents a new challenge. In my experience that isn't a product of the ever-changing state of affairs in SEO or inbound marketing. In fact, I don't lose sleep over every algorithm changeâ€"there are plenty of smarter people from whom I can draw that sort of information.

What keeps me awake at night is how I can shape my projects to make them successful. A lot of people work together with me every day: my clients, my teammates, and teams in other offices. Everyone needs to collaborate to even have a shot at success. How will we pull that off? How will they communicate? What do they need to do this week? Next month? Next quarter?

In short, I focus on planning, and I focus on it in three specific scopes:

  1. Pitching (how do we estimate project size in advance?)
  2. Strategy (how do we know what we are going to do, and when?)
  3. Execution (how do we ensure that these things actually get done?)
Three different tasks with three different plans, each with its own unique purpose. A list of tasks to execute is not a sales pitch any more than it is a high-level summary of the course of a project that helps you decide what to do today. Each of these plans must be treated differently, and with appropriate respect. The most important thing I've discovered as a consultant is this:

You can disagree about what's in a plan, but you must agree about what the plan is intended to accomplish.

Let me walk you through these three types of plans, what the purpose of each is, and what warning signs may crop up if something isn't going smoothly in each stage. I firmly believe that a little conscious effort can improve how we handle each of them, and tune our instincts to spot when something is going wrong. On the other hand, I won't go into techniques for how to create these plansâ€"at that point I'd be writing a book instead of a blog post.

I've definitely not mastered all of this yet, so if you have any lessons of your own to share in the comments I'd love to hear them! All of these planning phases interact with each other, and I can only talk about them from my point of view. In your experience the lines may be fuzzier or more defined. You may treat them very differently. Do share!

Pitching

Why do we have a plan at this stage?

To understand the scope of a project, that we are the right choice for the client, and that the client is the right choice for us.

What should this plan do?

  • Address the client's needs (as far as they are understood)
  • Reflect the limitations of what we can offer and what the client can execute
  • Get the right order of magnitude for project size

What should we watch out for?

  • Anyone talking about scheduling deadlines for deliverablesâ€""We need the keyword deliverable week one, the technical audit week two…"

What I've noticed:

The first time we have to deal with a plan for a new client is when we're trying to convince them to work with us. Obviously we are asking someone to trust us to help them get a good return on their investment, and part of building that trust is to let them know what sort of work we are going to be doing. A good plan during the "pitch" phase helps us do that.

An example plan for a pitch from Distilled. Activities are scheduled chronologically left to right.

You can see from the illustration I've included that for a lot of projects this plan can be quite broad. Basically it amounts to a straightforward summary of what needs to happen and in what order. It's where everything begins, before the engagement has even started.

The other piece of data that is presented concurrently with the plan shown is a budget, which is essentially the size of the project or the proposed bandwidth that Distilled will dedicate to it. To know that a budget should be X dollars per month or that a contract should last for some amount of time seems quite amazing if you think about itâ€"so many variables are involved! But while every project is different, there are a lot of things we can estimate with a good degree of accuracy. The things we have a handle on might be different from yoursâ€"there might be areas where your estimation is a lot better than ours, or vice versa. Consider:

  • Weekly meetings
  • Project management (time spent scheduling)
  • Monthly reports
  • Some common research reports (this may vary wildly, but it helps to have an average we can point to)

These are all elements which can be used to anchor an estimate. There may also be some other administrative tasks or fixed price elements (tools, copy writing) that can be leveraged as well.

But it is ambiguous. The pitches you deal with might be more or less ambiguous than ours, but there is no possible way that a proposal created in the sales process can accurately reflect what will actually happen. No one can predict the future, and the sales process is too far removed from actual work to be treated as definitive when it comes to planning.

And that's what I watch out for. It's not uncommon for leads to demand that we offer them strict calendars for delivery of reports. It's one thing to build in regular meetings and status updatesâ€"those are great, at appropriate intervalsâ€"but if we are talking about rigorously scheduling deliverables like technical audits, or are devising a content strategy, there are too many variables present to know exactly when all that is going to happen. Demands in the sales process for the abstract to be made concrete should be handled very carefully in the sales process. The needs of the client must be addressed, but acquiescing to unreasonable scheduling is likely going to hurt your relationship with a client rather than help it. In other words:

A prospective client can disagree with what is included in the proposed project, but they can't insist on a level of detail that is inappropriate.

In my own experience, there have been a couple of clients in particular who needed help with website redesigns or complete domain migrations. One insisted on an extremely delineated schedule provided in the pitch, with arbitrary deadlines for various deliverables and a project duration which would coincide with the launch of a new site. The justifications for this (on the client's end) were both to get a better understanding of the work being done and to make sure that we would be around to monitor the site's launch. Needless to say, the site didn't launch on timeâ€"few websites ever do. And because of the strict language of our arrangement, we had no flexibility to adapt our strategy or extend the duration to accommodate. I didn't feel good about that outcome.

If I were put in the same position again, working with our sales team on the pitch for this project, would I take a hard line against this style of planning? It's hard to say. But I would be very aware of the potential risks, and at the very least make sure that there were contingencies in place if the scheduling of work turned out to be inappropriate.

Fortunately, we only have to deal with this sort of ambiguity once or twice in each projectâ€"once the engagement has begun, things become more tangible. Once the project has kicked off, we don't talk at such a general level. It's time to take charge, get more information, and figure out how to make things happen. It's time for proper strategy.

Strategy

Why do we have a plan at this stage?

To figure out what work should be done and when it should be done.

What should this plan do?

  • Prioritize work
  • Defer work that can't be done within time constraints

What should we watch out for?

  • Big chunks of time that don't have any tasks assigned to them
  • Too many tasks to accomplish in the time available

What I've noticed:

Once a client has retained our services we need to figure out what we're going to do. Consider: there are a tremendous number of constraints on the work we commit to doing every day. We have a finite number of working hours in a day, week, or month. We may be dependent upon other projects finishing in a timely mannerâ€"will the client's website launch in time? Will the team working on the content finish?

In the face of that uncertainty we still manage to accomplish something. We just have to limit the scope of what we do. Estimate the amount of time various elements of the projects will take, decide what will fit into this month, and commit to executing them. It's that commitment and specificity that distinguishes this phase from the sales pitch phase. And that's why we can't start thinking at this level before we've engaged a clientâ€"we need more information from them, we need their commitment to a project, and we need to know as much as possible about our own bandwidth in a given month.

A screenshot of Distilled's internal scheduling system. The "size" of tasks is defined by how many hours they are anticipated to take. These tasks are kept fairly broad: project management, weekly meetings, etc.

This plan is the response to those needs. We know we need to do keyword research, a technical audit, and Analytics implementationâ€"how long will each take, approximately? Which will we do this month? Which have to wait for information from the client? We answer these to the best of our ability and that becomes our roadmap.

The facts and the constraints that become apparent also become the boundaries of what we can sensibly plan. It's in this boundary that I've noticed most problems crop up. Some clients will present a barrage of questions that threatens to undermine the rest of the scheduled work you're trying to do. In the worst cases, results might be demanded when what you're trying to prioritize is which work should be done. So let's adjust the axiom above for the "strategy" phase:

A client can adjust the priorities of elements within this strategy, but they can't insist that you do more work than there are hours available.

Unless they give you a bunch of money. Just kidding. Sort of.

Consider the alternative to using this sort of strategic scheduling: Every month that a client has you on retainer, you just do whatever they ask until you use up the budget in week two and just stop for the rest of the month. Or you keep working and effectively cut your hourly rate in half. Neither of these solutions sound great, do they?

It took a while for me to get the hang of this "strategy" stuff. Early on in my tenure at Distilled, this manifested in projects that were extremely productive early on. There were tons of technical things to fixâ€"so much low hanging fruit that we at Distilled seemed like miracle workers. No strategy needed, pure actionâ€"for a couple of months. But once that stuff dried up, the relationships sputtered out. I was so enthusiastic about those quick wins that I didn't establish a rapport with the client. I didn't figure out how to work together with them to make their business better. I just told them what to do.

Talking about strategy gave me a language I could speak with my clients that helped improve our relationship and has been much more effective in the long run.

Eventually, you'll work out a sequence of work that fits your schedule and addresses the needs of the client. Once you get to that point, you need to figure out how to execute the work.

Execution

Why do we have a plan at this stage?

To figure out how we're going to do the work that needs to get done.

What should this plan do?

  • Lay out exactly what actions need to be taken
  • Let everyone know who is accountable

What should we watch out for?

  • Tasks that aren't well-defined
  • Tasks that are defined by outcomes (e.g "get 10 links")

What I've noticed:

At this point we're finally we're dealing with something that actually looks like a proper scheduleâ€"a real to-do list. Tasks need to be chunked into pieces that are clearly delineated and actionable. The image below actually reflects a list of tasks for one of my clients.

An activity schedule in Google spreadsheet form from one of my projects.

The biggest problem that I've observed in working with clients in "execution" mode â€"one that consultants often bring upon themselvesâ€"is the tendency to create tasks that aren't well-defined. For instance, if I have "keyword research report" as a line item in my to-do list, I know I'm doing it wrong. Get more specific: Pull data from Searchmetrics, the Google Keyword tool, and Analytics; do analysis in Excel; and so forth.

On the other hand, the issue that has arisen through my interaction with clients is not recognizing when something is being put in this "to-do" list that is outside the scope of what we laid out in the strategy. Once you know what you are doing in a given month, and you have broken that down into individual tasks, you have to be careful about committing to other things. It's very common to field random questions from a point of contact or their teammates, and it is usually best for the relationship for you to answer them. In order to do that, it is smart to schedule extra time for this kind of ad hoc support questionâ€"and if you starting going over that time you should be seriously concerned. To wit:

A client can negotiate the tasks in this schedule to complete the work you're setting out to do, but they can't add unrelated elements (i.e. change the strategy).

There are as many methods of keeping track of to-do lists as there are people doing to dos. How you actually accomplish these tasks is up to youâ€"I prefer OmniFocus, while I know some at Moz have a bit of an Asana obsession. The important thing as that at some point, in order to go from a "strategy" phase to actually accomplishing something, you have to come up with a list of actions.

I know I've talked a lot about high-level planning in the "pitch" and "strategy" phases, but I should note that at the end of the day, getting better at scheduling the actual work is the most important element of the process. You can meditate all day on the structure of a perfect project, but unless you actually do something there is no chance for success. I consider it the Minimum Viable Plan, so to speak.

Review

Planning isn't easy, but it gets better with practice. And that will, in turn, have a positive effect on all the projects you work on. Let me say it once again:

You can disagree about what's in a plan, but you must agree about what the plan is intended to accomplish.

This rule is something I intuitively use more and more when planning a project and when issues arise over the course of a project. Once you start thinking about these things in increasingly conscious ways, their value becomes exponentially more obvious in ways you can't anticipate.

Do you think about projects in these three phases? If so, what are the warning signs that you've spotted in your experiences?


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