Managing SEO on a Global Scale
Tips on how to obtain synergy and negotiate red tape when managing SEO efforts across different brands and offices in different locations or countries.
Tips on how to obtain synergy and negotiate red tape when managing SEO efforts across different brands and offices in different locations or countries.
Managing search engine optimization (SEO) efforts across different departments can be challenging. Different stakeholders have different priorities and they don’t always understand the value of SEO.
But what about when you have to manage SEO efforts across different brands and offices in different locations or countries? How can you obtain synergy across different sites/properties? And how can you negotiate red tape and maintain momentum?
Well, first, you need to identify and align internal stakeholders, such as various department and decision-makers. Then you need to appoint an SEO director who can access decisions-makers and establish policies and procedures that will help you build and maintain your SEO momentum.
Building & Maintaining SEO Momentum
SEO momentum is a key variable in whether a business can scale and operate online at a global level. After all, SEO is something that takes time to get going (and start generating ROI), but that momentum can be hard to preserve.
If your SEO momentum slows too much or too quickly, years of effort can be lost in only a few weeks. Several factors slow your SEO momentum:
To prevent any such events from being unforeseen, it’s important that every potential stakeholder is identified in advance, and a procedures/policies are in place to prevent any major bottleneck.
Stakeholders and SEO Roadblocks
Even if the majority of your traffic comes from organic search, it’s unlikely that you’ve built a business model around search. After all, you still have a product to develop or a service to offer, and search is just one of your sources of leads.
This means that there are critical stakeholders in your organization who have nothing to do with SEO. These include brand managers, logistical experts, financial officers, and IT departments.
And when you add multiple brands/offices/countries into the mix, managing the roadblocks that each of these stakeholders pose can be challenging.
It’s important, then, that you identify these potential stakeholders, and ensure that that they understand the role that SEO plays in their respective mandates and how their mandate affects SEO.
Appointing an SEO Director
With a clear view of all the relevant stakeholders, your organization will need an SEO gatekeeper to ensure that all internal stakeholders are aligned with your SEO efforts, and policies and procedures are established to prevent bottlenecks. This SEO director, moreover, needs to have both the right skills and be able to influence certain operations.
A Skilled SEO Director
On the skill set side of the equation, your SEO director should have an intermediate to advanced grasp of technical SEO. This will help them prevent any major SEO meltdowns.
They should also have highly developed analytical skills that allow them to understand SEO trends, your global traffic trends (such as displayed in Google Analytics), and internal work cycles.
They will also need advanced communication skills that can be applied toward both internal teams/departments and the upper-management.
Also needed: strong business instincts that allow them to identify opportunities, as well as anticipate significant threats to your SEO efforts.
An Influential SEO Director
Having the skills to do the job in theory doesn’t always mean being able to actually execute. For that reason, for your SEO director to be effective, they also need a certain amount of influence within the organization.
Too Many Cooks in the Kitchen
Think of your company as a restaurant and your various sites as tables in the dining room. Users are your patrons and search engines are the restaurant reviewers that refer them.
Your SEO director, then, is the head chef. It is his or her job to “set the menu” and make sure that everyone’s dining experience (both user and search engine), is equally delicious.
There are other stakeholders, such a sous-chefs, dishwashers, sommeliers, waiters, and bartenders, but it’s the SEO director’s responsibility to ensure that every meal is consistently prepared and served to the same high standards.
Without an SEO director to manage that “dining experience,” a beautiful piece of filet mignon or lobster might be served on a dirty dish (or by a rude waiter). And it only takes that happening once to a restaurant reviewer (search engine) to ruin your bistro’s reputation and the years of hard work it took to build it up.