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AFTER WORKING FOR some time now in the Search business I thought it would be helpful to share some thoughts about what to consider when thinking, assessing and planning for SEM (Paid Search) in a structured process sort of way. In doing so I’ve developed a 4 phase process model for SEM in which its core principles are based on the Shewhart/Deming PDCA cycle.
Search Engine Marketing (SEM) Process Model offers a way to address the context in which the process of managing SEM is a continuous in nature. It pulls together specific tools and a step-by-step approach for assessing, planning and integrating the Strategic, Tactical and Cultural elements of a successful SEM initiative.
The model’s flow is based upon an iterative four box model of process management. Depending on how you think about SEM process management, one either begins in the Where Are We? box by thoroughly defining and understanding the current SEM situation or alternatively, in the Where Are We Going? box, creating a vision of a preferred future of your Online Marketing program. How you begin is somewhat a moot point because the second step is the box you didn’t begin with. The third step, How Do We Get There? consists of creating detailed plans that address the main elements that need to happen as well as the supporting elements that are critical to the quality of your SEM program. Finally, you must ask How Do We Know If We Are Getting Closer? and answer by showing progress through continuous analysis and actionable reporting.
The iterative nature of this model is that it continuous and never stops asking those questions. The current situation is updated as the SEM program starts to move in the desired direction, the goals or targets are refined and clarified as we move closer to it, plans are modified to meet unexpected demands or changes in the search engine algorithms or other outside influences, and whatever progress that has been established is kept front and center to keep us on track and let us know when we need to adjust.
Where Are We?
The SEM process for success consists of four sections built around this Process Mangement Model. The Where Are We? Section provides specific tools to help assess:
Current State SEM Program
Current Measurement Drivers
Process Initiatives Map
Current SEM Program. First and foremost it is critical to understand the current state of the clients or your own SEM program. Defining opportunities for success or improvement help identify how much time is needed for initial set-up or re-organization and how soon to expect results. However, it is critical to remember to focus on the process first. Focusing on process should ultimately produce desired results.
Current Measurement Drivers. A new or re-organized SEM program almost always involves some change to the key measures that your client uses to drive the business. Before new measures can be created, the existing measures that people use to drive the business must be mapped. For example a switch in analytics applications or a switch from calendar to fiscal month reporting should be fully understood and validated before moving forward.
Process Initiatives Map. Another factor which makes changes to an existing SEM program so difficult is that often SEM managers try to make several significant changes at once. If all of these efforts hit at the same time, it becomes more challenging to measure the planned improvements and derailment of one or more of the changes is likely. Further, what can also make matters worse is that the initiatives are sometimes working at cross purposes to one another. It is critical to know that in some cases it can take anywhere from 4-8 weeks to fully understand and realize the impact of dramatic changes made to a paid search account.
The Where Are We? section concludes by constructing a plan of what needs to be implemented or re-organized. By going over all of the various assessments, the SEM Manager can begin to create a picture of the various elements that will need to be set in place or changed.
Where Are We Going?
The section Where Are We Going? consists of tools and other approaches to paint a picture of the preferred future that the SEM program is trying to move toward. Elements that need to be identified here are based on the client’s targets and goals for SEM. Some questions to consider asking are:
Are the goals targeted towards ROI or ROAS?
Are these the right goals?
What is an acceptable CPA or CPO?
What does the competitive landscape look like?
Does your current business model make sense for SEM?
What are the overall short term and long term goals for SEM?
How Do We Get There?
How Do We Get There? presents a step-by-step approach to planning and continuous improvement. In the world of SEM the success of the program is dependent on:
Software
PPC Best Practices
Campaign Organization
Communication
Market Stability
Software. The reliance on software to automate bidding, ad creative testing and other key PPC tasks should be used in areas that add the most value. Complete automation of PPC is not recommended. Software should be used in support of the SEM manager, not in replace of one. Automated SEM software, such as ClickEquations, that helps to save time, report SEM data accurately and frees up the SEM manager from routine, manual tasks enabling her to be more informed and make effective decisions for the client is critical.
PPC Best Practices. Current knowledge of how search engines such as Google, Yahoo! & MSN calculate their Quality Scores and how to manage your campaigns to take advantage of the potential for a lower CPC and higher conversion rate is critical.
Campaign Organization. This is the most important component of SEM Process Management. Highly targeted ad groups within campaigns with tightly grouped keyword sets matched appropriately with ad creatives and landing pages is the key factor. This is a highly disciplined approach to campaign organization and typically where most SEM managers fail to succeed. The level of success of a SEM account is dependent on logical, targeted campaign organization.
Communication. Reporting on the data gathered from a SEM account in a way that is actionable should be the only way this information is communicated. Actionable dashboards that are clear and in context are all that is necessary.
Market Stability. Compared to other industries Search Engine Marketing is more easily impacted by the state of the economy. Added to this is the expected yet unknown influence Google, Yahoo! and MSN can have by updating search engine algorithms which Google does often or changes in bidding rules which Yahoo! recently implemented.
How Do We Know We Are Getting Closer?
The final section helps validate and re-evaluate the planning and implementation in previous steps, provides a way to track progress and helps with continuous improvement planning around the major successes in SEM best practices. As mentioned earlier, clearly defined and actionable dashboards and other reporting mechanisms that report SEM data in context helps stimulate thinking about new measures or implement countermeasures which can be used to drive the business.
Conclusion
On a good day, Search Engine Marketing can be incredibly difficult. The forces conspiring to derail your SEM effort always seem to outnumber the forces on your side. This Search Engine Marketing Process Model is a resource for evening the score and will help assure your SEM goals are achieved more effectively and efficiently.
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