In the SEO community and the industry in general, the concept of “corporate SEO” is often associated with website size rather than company size.
In reality, enterprise SEO is a comprehensive strategic approach for searching in a company.
There is no strict rule that if you have X employees, you are now in the "corporate" band.
Large companies are often represented worldwide with customers and teams of employees around the world. If your company works on a large scale, this should also be your SEO.
A global corporate insurance company with annual sales of $ 30 billion may have over 30,000 employees in 20 countries that cover 10 industries with a website with a total of 20,000 pages.
The possibility of increasing and measuring your search presence in all regional subdirectories or ccTLDs follows a strategic approach.
When it comes to corporate SEO, a strategic approach to international SEO is a hurdle that stands in the way of many businesses.
While global digital marketing has made it easy for brands to reach audiences around the world, more than just a website and access to Google Translate are required to be successful.
There is no shortage of articles on how to win at international SEO or a number of professionals who tell you that you are your international SEO guru.
Don't worry, that's not what it is: a quick fix that will solve all of your problems.
What follows is a strategic approach to address the real challenge of building an enterprise SEO program that is globally scalable.
A scalable program for success
Moving the SEO needle for a company with a global presence requires a sophisticated, fine-tuned, and scalable approach.
This approach begins with the creation of a program.
For companies around the world, a global SEO edge is the easiest way to get a program up and running.
This person or small team works closely with digital teams around the world.
You should also be responsible for training regional digital teams, implementing processes, and (perhaps most importantly) evangelizing SEO across the organization.
One challenge associated with many digital teams around the world is that they may be taking a different approach to SEO.
A region can have a team of three members dedicated to the search, while the only resource of others is a manager of demand who juggles multiple channels.
Teams in different countries may use different tools, providers or agencies and have different levels of training.
What should remain consistent are SEO principles and defined terms.
Learn as much as you can
Before you start defining SEO maturity, make sure you have an insight into the current state of affairs in all of your markets.
Creating a survey for distribution to each team is an easy way to get the most information you need without having to schedule meetings for weeks.
Here is an example of some questions to include in the survey:
- How are you currently measuring SEO?
- What tools does your team use?
- Describe your process of creating content
- What are your top SEO initiatives over the next 90 days?
- How are technical corrections and recommendations implemented?
Keep a record of all results and redistribute the survey annually.
Make sure you adjust the questions as needed over time.
Define SEO maturity
The definition of the SEO maturity level within a measurement system is crucial for global success.
Maturity should be based on SEO principles that consist of three values: people, processes and platforms.
These are the building blocks of your program and how you measure marketability.
To measure your “employees”, you define various levels of maturity that describe the personnel, the commitment of managers and the training.
For example, "Level 1" for training could be defined as "Little internal training, some materials available but not used", while "Level 5" "Training and certifications are available and could be a key component of professional development".
To measure the "process", define different levels of KPIs, communication and strategic direction.
A level 1 KPI could be defined as "There are no KPIs for SEO, visibility of organic search performance is limited", while level 5 "KPIs are a common language and will be shared globally".
To measure “platform”, define different levels for measurement / reporting, standardization and technology integration.
Level 1 standardization could be defined as “teams do not use tools / platforms or choose their own.
There is no standardization ”, while“ Level 5 ”could be“ All required data integrated in tools / platforms ”. A holistic view of performance is used. "
Benchmarking with certificates
An effective way to report these SEO due dates along with content and technical condition is to create and distribute scorecards.
Work with internal designers and the best data storyteller in your office to develop a template that measures success and evaluates the maturity of each market.
It is up to you or your executives to determine the cadence with which to report SEO. However, I have found that quarterly generation and distribution of scorecards has been effective.
Don't let roadblocks slow you down
It is not an easy task to implement a program effectively as there are many potential obstacles along the way. Common challenges are:
- set goals
- Timed coordination
Teams come in all shapes and sizes, and you need to be able to work with what you have.
The SEO strategy you developed for your five-person team in the UK may need to be adjusted to work for your one-person team in Argentina.
If you take the time to learn the intricacies of each team, you will help immensely in the long run.
Cross-market training should remain as consistent as possible.
Some teams may need SEO 101, while others may be willing to attend an advanced technical SEO workshop.
If your organization has an internal learning and development team, work with them to develop an SEO curriculum.
Organized training for all tools or platforms used is also critical.
If your company has invested in SEO technology, it is our job to ensure that a positive ROI is achieved.
This also makes it easier to quickly get a budget for eye-catching new tools that may come out in the future.
Not all teams, target groups and websites are the same.
This must be taken into account when setting goals.
Work with leaders based on what you've learned about each team to set achievable goals.
Nobody should expect an international website full of technical problems and no content strategy to reach the first page overnight.
However, the goals you set should push the team out of their comfort zone.
This could be an isolated content marketer working with someone on the development team to eliminate render-blocking resources and compress files.
As SEO professionals it is easy to feel constantly overwhelmed.
A site crawl can recur with more than 15 problems. Your site migration or redesign checklist may be five pages long, your content strategy may start on the ground floor, and the list continues.
Being able to set efficient priorities is neglected in many areas, especially in the area of SEO.
Prioritization can be the key to quick wins that help build the confidence and budget needed for long-term success.
I would first like to identify all known projects / initiatives and insert them in a diagram in which the individual elements are assigned to their effort and impact.
From there, I can use this image to align it in my SEO roadmap, which is updated quarterly.
Being realistic when it comes to SLAs and processing time is essential for any productive engagement.
Success doesn't happen overnight, nor does your project. Expectations should be set both for the completion of the work and for when the results will be visible.
To communicate schedules and let others understand what goes into your work, effective and open communication is required.
Regardless of how complex your approach is, the end results must be easily digestible to a wide audience.
The effective measurement of the impact of your hard work and continuous development is not only crucial for your SEO success, but also for your perceived value.
SEO professionals are often bombarded with tons of data that need to be analyzed, which increases the difficulty of drawing conclusive conclusions.
Make sure that your data is prioritized in information that is important for your company to get this under control.
Because data can get so overwhelming, I try to create dashboards that summarize everything in an easily digestible view.
Building your internal SEO brand starts with getting a seat at the table.
It is important that other team members understand how their job affects SEO and that leaders understand how SEO affects their job.
Having a voice often starts with success.
When a market has made some serious improvements to unbranded rankings, put together an internal presentation on how organic rankings can allow the brand to reduce paid spending, or you can now be more creative and have different paid strategies to test if you know that bio is present as fail-safe.
One of the biggest obstacles to implementing and scaling an SEO program is finding the right support.
If you don't have internal stakeholders in your corner, you may not be taken seriously when trying to work with other markets.
Finding the right internal support can be challenging, as we often have to deal with other marketers who have not yet opted for organic search.
Being able to demonstrate profits and build cross-functional relationships will help achieve this buy-in from above
Everything you create should include actionable takeaways.
Use the scorecard to create insights and recommendations that are tailored to each market.
A do-it-yourself recipe
There is no secret recipe for how to win in global corporate SEO, but there are several ingredients that are necessary for success.
What we have outlined is a loose recipe that can be tinkered and updated according to taste.
What is good for one company may not be good for the next.
Ultimately, a program that is tailored to your brand, teams and resources and can be measured effectively provides you with the best chance of being successful worldwide.
In-post images No. 1 and No. 3: iStock
In post picture No. 2: conductor