The ways consumers find information about companies or brands is changing. Where natural search results once were the primary way users discovered content or websites, now non-search engine media such as mobile apps, social networking sites, and consumer review hubs are veritable contenders in your users' paths to discovery. Users have become so comfortable searching and discovering online that they employ their own methods and weave together personal paths of discovery that lead them to what they’re looking for. To ensure that marketers are “findable” across all different types of media, Forrester believes that search marketers must shift the scope of their work from just buying paid search ads and conducting SEO projects to enabling brand discovery — a practice we’ve dubbed “discovery marketing” — the practice of collecting users engaged in all forms of digital discovery.
This won’t be easy. Search marketers have been marketing on search engines for over a decade and are no strangers to success — the need to expand their oft-effective strategies doesn’t feel quite pressing to most search marketers who hardly struggle to meet their search-engine-centric goals. And sure, they’ll continue to meet their search engine goals but will miss out on incremental benefits if they continue to ignore the opportunity that lies for them across other types of discovery media. But where and how to start?
I had breakfast yesterday with John Nicoletti, head of agency operations, and Dave Tan, head of SEM development for Google. They manage Google's relationships with search marketing agencies — updating them on what Google is working on and supporting the paid search business they manage with on behalf of marketers.
We chatted a bit about the findings from my recent Search Marketing Agency Wave, and John and Dave shared with me trends and differentiators they observe from their work with agencies. Here are our collective observations:
Technology doesn't differentiate agencies; how agencies use technology does. My wave does include automation as a point of differentiation in a lot of critiera. But to be clear, I don't think automation for the sake of automation is what makes an agency good. Nor does the technology enabling the automation need to be a proprietary tool developed by the agency. I'm agnostic when it comes to what tools an agency uses. What I care about is if the agency uses technology to improve processes, scalability, efficiency, and effectiveness of marketer search programs.
John and Dave pointed out — and I agree — that the features and functionality of search management technologies are universally very similar. The value to the marketer comes in how these tools are used to improve their overall performance and visibility.
I met yesterday with Preston Carey, the head of business development for Russian search engine Yandex. Full disclosure: Carey and Yandex originator John Boynton are both Forrester alumni, but that’s not the only reason I think Yandex is smart.
Yandex has tapped into two forces that yet elude the larger US-based search engines (ahem, Google and Yahoo!):
Today Google announced that it had generated $54 billion worth of economic activity in the US in 2009. The report, which shows state by state economic contribution, bases Google's total value on three factors: 1) Sales driven through AdSense and AdWords; 2) Ad revenue generated for publishers through AdSense; and 3) Google grants. As a research analyst, I'll admit that you can make numbers tell any story you want to, and my gut here is that this report is principally a PR effort to: 1) Communicate some altruism about the Google brand that has been getting some bad press of late; 2) Simplify the complex transformation Google has brought to advertising into a simple, single number; 3) Shift the focus away from questionable strategic decisions that Google has recently made. I wholeheartedly believe that Google has transformed advertising and is almost singularly responsible for the phenomenon of biddable media buying which I think will ultimately replace relationship-facilitated media buys across channels. But I don't believe that Google stimulated $54 billion worth of business. I think what Google did do is provide a new revenue stream to small businesses and site owners, catalyze some new sales, and take a share of commerce and media expenditures that would have happened anyway.
Efficient Frontier announced last week its official entry into display advertising with a platform that integrates biddable display with search marketing, real-time bidding capabilities, and the Efficient Frontier trademark portfolio approach to optimization that uses predictive modeling to forecast performance outcomes.
I think this certainly indicates further momentum into the world of biddable display media, and eventually biddable media in all formats. See more about Forrester's thoughts on dynamic media buying and what it will mean for media buying on and offline in the report, Demystifying the DSP.
I think the platform from Efficient Frontier addresses a much needed combination -- that of paid search and biddable display media. But I also think that this platform, competing ones -- like those developed by Vivaki -- and demand-side platforms are in “version 1.” Not a bad place to be at the early stage of an emerging opportunity. But I do expect that all of these tools will refine over the next two years. I think they will continue to add data sources, more inventory, additional and easier to use functionality, better metrics, and better reporting. But v.2 will develop only after advertisers begin testing dynamic media buying and can show technology players what additional depth and breadth they need.
Top rail navigation will go tabular – in response to positive use of the category navigation along the left hand side of Bing, MS is also going to adjust the top rail of the search results to include tabs that will allow for drill down into categories of content related to the user’s search. Left rail and top rail categories will vary according to the search. See below for an example: