Search Engine Marketing and Instant Gratification

Human beings are pretty hardwired for instant gratification. We’d all be healthier and happier if we went to the gym regularly, ate right, brushed our teeth, went to the dentist, avoided overexposure to the sun, etc. Instead, we sit in front of the TV because it’s easy and entertaining. We eat fattening food because it tastes damn good.

To search engine marketing equivalent to sitting on your ass in front of the television with a pint of Ben & Jerry’s is PPC (pay per click) search engine marketing. Don’t get me wrong– I understand that wrangling Google Adwords can be hard work. There is a lot of skill and science there. But it isn’t necessarily the most healthy way you could work to market your company. In fact, with all of the attention and competition that you find in Adwords, it’s oftentimes a pretty lousy deal. And, for the businesses that don’t have a strong viral component, it’s a flow of visitors that will stop the instant you stop spending the ad dollars.

The smart Adwords folks will carefully craft a funnel that goes all the way to a “conversion” – whether it’s a sale, a user signup, or whatever. Say you’re selling a widget online for $50, with a 50% profit margin (walking away with a clean $25 per widget– not bad!). All you have to do is make sure you pay less that $25 per buyer and you’re making money with Adwords.

Unfortunately, here are other widget sellers out there. They might be sitting on a huge supply of widgets that they have to unload at a loss (meaning that they can bid more per click than you can). They might be backed by VCs, who are hollering at them to drive up sales (even if it’s at a loss). Maybe their profit margins are higher than yours, allowing them to comfortably bid higher. Maybe their funnel is more effective than yours. Or they might just not be bright enough to know how much profit they make on a per-widget basis (“We might lose money, but we’ll make it up on volume!”).

So what’s the best alternative to Adwords?

It’s good old fashioned organic traffic. Being “linkworthy”. Search engine optimization. Burying your customers in service to the point where they are fanatical about recommending you to their widget-buying friends. Building compelling content on your site/blog so that people will link to you (this is a subset of SEO nowadays, really).

It’s not as fun, not as easily measurable, and it’s not NEARLY as instant as pay-per-click marketing. It’s the lifestyle equivalent of eating your veggies and taking a brisk jog a couple of times a week. Sadly, most businesses don’t have the discipline to invest time and money in efforts that generate healthy organic traffic. It just doesn’t provide the short-term shot in the arm that CPC does.

Brian Halligan (of Small Business Hub) offers some pretty compelling arguments for investing in SEO:

1. If you rank high for organic results, it is (typically) long lasting. So, the time/money you spend helping yourself move up the ranks is relatively persistent while the PPC campaign is money spent over and over again.
2. Organic results are clicked on a lot more than paid results, especially for well educated crowds. I read a study that showed dramatic differences as you moved from high school eduction to associate degrees to bachelors to masters to phd’s. The more educated your prospect, the less likely they are to click on an advertisement. If you are selling to high school students, you should buy cpc ads. If you are selling to engineers or professors, you need to think more about seo because that’s where the volume is.
3. Organic clicks convert at least as well as paid clicks. Marketing Sherpa’s Search Marketing Benchmark study of 3,217 marketers showed that organic clicks converted at an average of 4.2% v. 3.6% for paid.
4. Often times searchers visit your site more than once before self-selecting into a form, whitepaper, etc. We track this data carefully at HubSpot and notice that a decent portion of the leads we get are from people who have visited the site through multiple searches over multiple months. Organic search campaigns have more latency.
5. Marketing Sherpa reports that in the b2b environment, less than one-fourth of b2b buyers to look to paid listings in their first try at accessing information.
6. Many think of Google as a search company, but I think of them as a modern media conglomerate with an ultra-efficient mechanism for selling advertisements that work particularly well in the longtail. Like other media companies, Google benefits from efficient pricing of advertising. As more and more niche companies start to advertise on Google, their prices will become more efficient and their rates will become less and less attractive relative to other media outlets.

So do yourself a favor. Head over to SEOMOZ (my personal favorite SEO resource) and spend a few hours reading their free stuff.

(and be sure to eat your veggies)

Bargh! Battling a guy who is trying for the world record for sleep deprivation

I am a big proponent of SEO (Search Engine Optimization) at Jobster… I find the elusiveness of it exciting and the economies of scale interesting.

Anyhoo, I’ve always tried to “own” the search phrase “Tony Wright” in search engines. I have a big leg up (owning the tonywright.com domain), but I have some stiff competition. My arch-nemisis is a UK politician who shares my name. He’s written about and linked to (by name) several times a week, so I don’t have much hope of being the number one result.

Recently, much to my horror, a new Tony Wright has flashed onto the scene… And this guy is (get this) trying for the world record of sleep deprivation (11 days, if you’re curious).

Entrepreneurship and Youth

There has been some interesting discussion of late about the relationship between youth and successful entrepreneurship. It started with a from-the-hip post by Fred Wilson (which he later elaborated on).

After looking at the chart posted on Valleywag, it got me wondering about how old a fella has to be before he ought to get out of the business of startups.

After reading Fred’s musings and the (damn insightful) blog entry by Clay Shirky, I feel (at the ripe ol’ age of 35) less anxious about the whole thing. Of course, I might just be feeling young because I took the last couple of days off to pal around with my 70 year old father.

Clay states:

I’m old enough to know a lot of things, just from life experience. I know that music comes from stores. I know that you have to try on pants before you buy them. I know that newspapers are where you get your political news and how you look for a job. I know that if you want to have a conversation with someone, you call them on the phone. I know that the library is the most important building on a college campus. I know that if you need to take a trip, you visit a travel agent.

In the last 15 years or so, I’ve had to unlearn every one of those things and a million others. This makes me a not-bad analyst, because I have to explain new technology to myself first — I’m too old to understand it natively. But it makes me a lousy entrepreneur.

“A Lot of Knowledge Is A Dangerous Thing”

One thing that struck me about the “unlearnings” that Clay brings up is that they are pretty idea-centric. That is to say, these are the sort of learnings that could keep you, as an entrepreneur, from hitting upon the “big idea”. As I’ve mentioned before (liberally quoting from folks who are smarter than I am), ideas aren’t necessarily in short supply. While I’m sure many startups fail for lack of a good idea, I’d wager the majority fail from poor execution. Methodologies, strategies, and staffing levels that work at Fortune 500 companies simply don’t fly in a small company. The careful modeling, planning, and PowerPoint wrangling that you learn in business school really isn’t a great way to invest your time when your business model might need to change dramatically in a month or two. And I’d wager that the more experienced you are (and the more confident you are in your hard-won wisdom), the less likely you’re going to be able to adapt to working in a small business environment.

I want to explore this a bit more, but (given that I’m buried under a pile of email) it’ll have to wait for another blog post.

Jumping off a cliff and building an airplane on the way down

In the startup world, people oftentimes use the term “runway” to describe the amount of time we have before we run out of money and need to be profitable. I just read a quote which I think is a lot more appropriate (and creates a greater sense of urgency).

“An entrepreneur who’s just left his day job is like a guy who jumped off a cliff and must assemble his airplane on the way down from a bag of parts.

That airplane is revenue and profit. You need to build that airplane before you hit the ground.

The bottom line is: TIME IS OF THE ESSENCE!!! Do not waste a minute of it surfing the web, IM’ing, blogging, hanging out at Starbucks, networking with interesting but useless people, or ANYTHING that does not contribute to building that airplane. After the airplane is built and you’re flying, then you can relax a bit and do more of the stuff you enjoy.”

Love that.

5 Reasons you don’t want to partner with an “Idea Guy”

(apologies for the lack of gender neutrality in this entry– idea girls exist too…)

I had a colleague the other day refer to me as an “idea guy”. I’m sure they meant it as a compliment, but I winced when I heard it. As a guy who tends to lurk in entrepreneurial circles, I often run into self-identified “idea guys” (usually, they are in “stealth mode”, which I generally find similarly ridiculous)– and virtually every time I do, I tend to walk away shaking my head. Here are 5 quick reasons why your startup doesn’t need an “idea guy”:

1. Everyone is an idea guy. Well, strictly speaking, that’s not the case. I’ve met plenty of folks who aren’t interested (or aren’t good at) the strategy and tactics of software/product development. There are plenty of engineers out there who just want interested technology to fiddle with and couldn’t care less what the grand plan is. There are plenty of designers who just want a good set of design specs so they can make pretty pictures or highly usable prototypes. There are plenty of salesfolks who don’t give a darn what they are selling. So what makes an idea guy an idea guy? Usually it’s the simple fact that they don’t have any other skills to bring to the startup.

2. By virtue of the fact that they consider themselves an idea guy, it quite likely means that they are convinced that their ideas are better than yours (or anyone elses). Of course they are! They are an idea guy! The big problem with this is that startup ideas need to change… Very few startups stick with the exact same idea. How excited is an idea guy going to be about shifting to a new idea that he didn’t generate? Not very exited, as it turns out.

3. Ideas are relatively valueless… because smart people say so. Don’t believe me? Here’s what Paul Graham has to say (though I think the argument about the “sellability” of ideas is pretty weak). Don’t believe Paul? How about Guy Kawasaki? One one my favorite quotes from Guy when he was asked how an entrepreneur could keep their idea from being stolen. His response was “”You could discuss it with no investors, show it to no customers and never hire employees….” (see it in context).

As a test, approach a dozen venture capitalists. Explain that your primary skillset is “idea generation”. Do your best to defend this and give copious examples of your genius. Go home and wait for the phone to ring.

4. Ideas aren’t defensible. Google “First Mover advantage” and you can find all sorts of people debunking that particular myth. Google moved into an established market and clobbered it. Ipods certainly weren’t the first MP3 player. Dodgeball lost out to Twitter. Friendster was sucker-punched by Facebook and MySpace. The first movers spend tremendous amounts of money educating the market and making all sorts of stupid mistakes and the second movers come in when the market is primed and make it look easy.

5. In startup businesses, idea guys run out of things to do pretty quickly. There’s no room in a startup organization for someone to sit around and spew out ideas. Startups need builders, whether you’re building software, hardware, visual interfaces, teams, bank accounts, or audiences. If you’re a founder, you probably need to be good at more than one of these things.

Despite the evidence to the contrary, I feel like every day I run into founder and consultants who think having a million dollar idea is enough to bring to the table. Most of the time, I think this is because they haven’t the faintest clue how hard it is to turn a great idea into a great product or service.

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