From Dave Chaffey's website
Amazon E-commerce strategy case study prepared for E-business, Internet Marketing and E-commerce lecturers and students for readers of my Internet Marketing and E-business books॥
I recommend students studying Amazon in my books checkout the latest Amazon revenue and business strategies from their SEC filings. The annual filings to give a great summary of eBay business and revenue models.
E-consultancy also has a useful news feed which I use to update my Amazon case study. This gives summaries of acquisitions, new technologies or revenue growth.
SEC is the Securities and Exchange Commission (SEC) which is a government agency for which companies have to submit an open evaluation of their business models and marketplace conditions.
2008 Update on Amazon logistics
Some interesting figures on the site loads and fulfillment that Amazon needs to manage from my friends at Internet retailing:
"Amazon.com has finished its 13th Christmas season and the results are the best ever season, with its busiest day being December 10. On that day, Amazon customers ordered more than 5.4 million items, which is 62.5 items per second.
Amazon Worldwide 2007 (Including results for the US, UK, Germany, France, Japan and Canada) shipped more than 99 percent of orders in time to meet holiday deadlines worldwide and on the peak day this season, Amazon's worldwide fulfilment network shipped over 3.9 million units to over 200 countries.
Amazon.co.uk received orders for over 950,000 items on its busiest day in the run up to Christmas this year – at a rate of 11 orders per second – exceeding all previous sales records. At its busiest, Amazon.co.uk shipped over 700,000 units in one 24 hour period, which represents 375 tonnes of goods. That means that on average, a delivery truck was leaving an Amazon.co.uk distribution centre once every seven minutes."
Amazon Case Study Context
Why a case study on Amazon? Surely everyone knows about who Amazon are and what they do? Yes, well that’s maybe true, but this case goes beyond the surface to review some of the ‘insider secrets’ of Amazon’s success.
Like eBay, Amazon.com was born in 1995. The name reflected the vision of Jeff Bezos, to produce a large scale phenomenon like the Amazon river. This ambition has proved justified since just 8 years later, Amazon passed the $5 billion sales mark – it took Wal-Mart 20 years to achieve this.
By 2008 Amazon was a global brand with other 76 million active customers accounts and order fulfillment to more than 200 countries. Despite this volume of sales, at December 31, 2007 Amazon employed approximately 17,000 full-time and part-time employees.
In September 2007, it launched Amazon MP3, a la carte DRM-free MP3 music downloads, which now includes over 3.1 million songs from more than 270,000 artists.
Amazon Vision & strategy
In their 2008 SEC filing, Amazon describe the vision of their business as to:
“Relentlessly focus on customer experience by offering our customers low prices, convenience, and a wide selection of merchandise.”
The vision is to offer Earth’s biggest selection and to be Earth’s most customer-centric company. Consider how these core marketing messages summarising the Amazon online value proposition are communicated both on-site and through offline communications.
Of course, achieving customer loyalty and repeat purchases has been key to Amazon’s success. Many dot-coms failed because they succeeded in achieving awareness, but not loyalty. Amazon achieved both. In their SEC filing they stress how they seek to achieve this. They say:
"We work to earn repeat purchases by providing easy-to-use functionality, fast and reliable fulfillment, timely customer service, feature rich content, and a trusted transaction environment.
Key features of our websites include editorial and customer reviews; manufacturer product information; Web pages tailored to individual preferences, such as recommendations and notifications; 1-Click® technology; secure payment systems; image uploads; searching on our websites as well as the Internet; browsing; and the ability to view selected interior pages and citations, and search the entire contents of many of the books we offer with our “Look Inside the Book” and “Search Inside the Book” features. Our community of online customers also creates feature-rich content, including product reviews, online recommendation lists, wish lists, buying guides, and wedding and baby registries."
In practice, as is the practice for many online retailers, the lowest prices are for the most popular products, with less popular products commanding higher prices and a greater margin for Amazon.
Free shipping offers are used to encourage increase in basket size since customers have to spend over a certain amount to receive free shipping. The level at which free-shipping is set is critical to profitability and Amazon has changed it as competition has changed and for promotional reasons.
Amazon communicate the fulfillment promise in several ways including presentation of latest inventory availability information, delivery date estimates, and options for expedited delivery, as well as delivery shipment notifications and update facilities.
This focus on customer has translated to excellence in service with the 2004 American Customer Satisfaction Index giving Amazon.com a score of 88 which was at the time, the highest customer satisfaction score ever recorded in any service industry, online or offline.
Round (2004) notes that Amazon focuses on customer satisfaction metrics. Each site is closely monitored with standard service availability monitoring (for example, using Keynote or Mercury Interactive) site availability and download speed. Interestingly it also monitors per minute site revenue upper/lower bounds – Round describes an alarm system rather like a power plant where if revenue on a site falls below $10,000 per minute, alarms go off! There are also internal performance service-level-agreements for web services where T% of the time, different pages must return in X seconds.
Amazon Customers
Amazon defines what it refers to as three consumer sets customers, seller customers and developer customers.
There are over 76 million customer accounts, but just 1.3 million active seller customers in it’s marketplaces and Amazon is seeking to increase this. Amazon is unusual for a retailer in that it identifies “developer customers” who use its Amazon Web Services, which provides access to technology infrastructure such as hosting that developers can use to develop their own web services.
Members are also encouraged to join a loyalty programme, Amazon Prime, a fee-based membership program in which members receive free or discounted express shipping, in the United States, the United Kingdom, Germany and Japan.
Competition
In its SEC (2005) filing Amazon describes the environment for our products and services as ‘intensely competitive’. It views its main current and potential competitors as:
1) physical-world retailers, catalog retailers, publishers, vendors, distributors and manufacturers of our products, many of which possess significant brand awareness, sales volume, and customer bases, and some of which currently sell, or may sell, products or services through the Internet, mail order, or direct marketing;
(2) Other online E-commerce sites;
(3) A number of indirect competitors, including media companies, Web portals, comparison shopping websites, and Web search engines, either directly or in collaboration with other retailers; and
(4) Companies that provide e-commerce services, including website development; third-party fulfillment and customer-service.
It believes the main competitive factors in its market segments include "selection, price, availability, convenience, information, discovery, brand recognition, personalized services, accessibility, customer service, reliability, speed of fulfillment, ease of use, and ability to adapt to changing conditions, as well as our customers’ overall experience and trust in transactions with us and facilitated by us on behalf of third-party sellers".
For services offered to business and individual sellers, additional competitive factors include the quality of our services and tools, their ability to generate sales for third parties we serve, and the speed of performance for our services.
From Auctions to marketplaces
Amazon auctions (known as zShops) were launched in March 1999, in large part as a response to the success of eBay. They were promoted heavily from the home page, category pages and individual product pages. Despite this, a year after its launch it had only achieved a 3.2% share of the online auction compared to 58% for eBay and it only declined from this point.
Today, competitive prices of products are available through third-party sellers in the ‘Amazon Marketplace’ which are integrated within the standard product listings. The strategy to offer such an auction facility was initially driven by the need to compete with eBay, but now the strategy has been adjusted such that Amazon describe it as part of the approach of low-pricing.
Although it might be thought that Amazon would lose out on enabling its merchants to sell products at lower prices, in fact Amazon makes greater margin on these sales since merchants are charged a commission on each sale and it is the merchant who bears the cost of storing inventory and fulfilling the product to customers. As with eBay, Amazon is just facilitating the exchange of bits and bytes between buyers and sellers without the need to distribute physical products.
How ‘The Culture of Metrics’ started
A common theme in Amazon’s development is the drive to use a measured approach to all aspects of the business, beyond the finance. Marcus (2004) describes an occasion at a corporate ‘boot-camp’ in January 1997 when Amazon CEO Jeff Bezos ‘saw the light’. ‘At Amazon, we will have a Culture of Metrics’, he said while addressing his senior staff. He went on to explain how web-based business gave Amazon an ‘amazing window into human behaviour’. Marcus says: ‘Gone were the fuzzy approximations of focus groups, the anecdotal fudging and smoke blowing from the marketing department.
A company like Amazon could (and did) record every move a visitor made, every last click and twitch of the mouse. As the data piled up into virtual heaps, hummocks and mountain ranges, you could draw all sorts of conclusions about their chimerical nature, the consumer. In this sense, Amazon was not merely a store, but an immense repository of facts. All we needed were the right equations to plug into them’.
James Marcus then goes on to give a fascinating insight into a breakout group discussion of how Amazon could better use measures to improve its performance. Marcus was in the Bezos group, brainstorming customer-centric metrics. Marcus (2004) summarises the dialogue, led by Bezos:
"First, we figure out which things we’d like to measure on the site", he said.
"For example, let’s say we want a metric for customer enjoyment. How could we calculate that?"
"There was silence. Then somebody ventured: "How much time each customer spends on the site?"
"Not specific enough", Jeff said.
"How about the average number of minutes each customer spends on the site per session" someone else suggested. "If that goes up, they’re having a blast".
"But how do we factor in purchase?" I [Marcus] said feeling proud of myself.
"Is that a measure of enjoyment"?
"I think we need to consider frequency of visits, too", said a dark-haired woman I didn’t recognise.
“Lot of folks are still accessing the web with those creepy-crawly modems. Four short visits from them might be just as good as one visit from a guy with a T-1. Maybe better’.
"Good point", Jeff said. "And anyway, enjoyment is just the start. In the end, we should be measuring customer ecstasy"
It is interesting that Amazon was having this debate in about the elements of RFM analysis (described in Chapter 6 of Internet Marketing), 1997, after already having achieved $16 million of revenue in the previous year. Of course, this is a miniscule amount compared with today’s billions of dollar turnover. The important point was that this was the start of a focus on metrics which can be seen through the description of Matt Pounds work later in this case study.
From human to software-based recommendations
Amazon has developed internal tools to support this ‘Culture of Metrics’. Marcus (2004) describes how the ‘Creator Metrics’ tool shows content creators how well their product listings and product copy are working. For each content editor such as Marcus, it retrieves all recently posted documents including articles, interviews, booklists and features. For each one it then gives a conversion rate to sale plus the number of page views, adds (added to basket) and repels (content requested, but the back button then used). In time, the work of editorial reviewers such as Marcus was marginalised since Amazon found that the majority of visitors used the search tools rather than read editorial and they responded to the personalised recommendations as the matching technology improved (Marcus likens early recommendations techniques to ‘going shopping with the village idiot’).
Experimentation and testing at Amazon
The ‘Culture of Metrics’ also led to a test-driven approach to improving results at Amazon. Matt Round, speaking at E-metrics 2004 when he was director of personalisation at Amazon describes the philosophy as ‘Data Trumps Intuitions’. He explained how Amazon used to have a lot of arguments about which content and promotion should go on the all important home page or category pages. He described how every category VP wanted top-center and how the Friday meetings about placements for next week were getting ‘too long, too loud, and lacked performance data’.
But today ‘automation replaces intuitions’ and real-time experimentation tests are always run to answer these questions since actual consumer behaviour is the best way to decide upon tactics.
Marcus (2004) also notes that Amazon has a culture of experiments of which A/B tests are key components. Examples where A/B tests are used include new home page design, moving features around the page, different algorithms for recommendations, changing search relevance rankings. These involve testing a new treatment against a previous control for a limited time of a few days or a week. The system will randomly show one or more treatments to visitors and measure a range of parameters such as units sold and revenue by category (and total), session time, session length, etc. The new features will usually be launched if the desired metrics are statistically significantly better. Statistical tests are a challenge though as distributions are not normal (they have a large mass at zero for example of no purchase) There are other challenges since multiple A/B tests are running every day and A/B tests may overlap and so conflict. There are also longer-term effects where some features are ‘cool’ for the first two weeks and the opposite effect where changing navigation may degrade performance temporarily. Amazon also finds that as its users evolve in their online experience the way they act online has changed. This means that Amazon has to constantly test and evolve its features.
Amazon.com Technology
It follows that the Amazon technology infrastructure must readily support this culture of experimentation and this can be difficult to achieved with standardised content management. Amazon has achieved its competitive advantage through developing its technology internally and with a significant investment in this which may not be available to other organisations without the right focus on the online channels.
As Amazon explains in SEC (2005) ‘using primarily our own proprietary technologies, as well as technology licensed from third parties, we have implemented numerous features and functionality that simplify and improve the customer shopping experience, enable third parties to sell on our platform, and facilitate our fulfillment and customer service operations. Our current strategy is to focus our development efforts on continuous innovation by creating and enhancing the specialized, proprietary software that is unique to our business, and to license or acquire commercially-developed technology for other applications where available and appropriate. We continually invest in several areas of technology, including our seller platform; A9.com, our wholly-owned subsidiary focused on search technology on www.A9.com and other Amazon sites; web services; and digital initiatives.’
Round (2004) describes the technology approach as ‘distributed development and deployment’. Pages such as the home page have a number of content ‘pods’ or ‘slots’ which call web services for features. This makes it relatively easy to change the content in these pods and even change the location of the pods on-screen. Amazon uses a flowable or fluid page design unlike many sites which enables it to make the most of real-estate on-screen.
Technology also supports more standard e-retail facilities. SEC (2005) states: ‘We use a set of applications for accepting and validating customer orders, placing and tracking orders with suppliers, managing and assigning inventory to customer orders, and ensuring proper shipment of products to customers. Our transaction-processing systems handle millions of items, a number of different status inquiries, multiple shipping addresses, gift-wrapping requests, and multiple shipment methods. These systems allow the customer to choose whether to receive single or several shipments based on availability and to track the progress of each order. These applications also manage the process of accepting, authorizing, and charging customer credit cards.’
Data Driven Automation
Round (2004) said that ‘Data is king at Amazon’. He gave many examples of data driven automation including customer channel preferences; managing the way content is displayed to different user types such as new releases and top-sellers, merchandising and recommendation (showing related products and promotions) and also advertising through paid search (automatic ad generation and bidding).
The automated search advertising and bidding system for paid search has had a big impact at Amazon. Sponsored links initially done by humans, but this was unsustainable due to range of products at Amazon. The automated programme generates keywords, writes ad creative, determines best landing page, manages bids, measure conversion rates, profit per converted visitor and updates bids. Again the problem of volume is there, Matt Round described how the book ‘How to Make Love Like a Porn Star’ by Jenna Jameson received tens of thousands of clicks from pornography-related searches, but few actually purchased the book. So the update cycle must be quick to avoid large losses.
There is also an automated email measurement and optimization system. The campaign calendar used to be manually managed with relatively weak measurement and it was costly to schedule and use. A new system:
Automatically optimizes content to improve customer experience
Avoids sending an e-mail campaign that has low clickthrough or high unsubscribe rate
Includes inbox management (avoid sending multiple emails/week)
Has growing library of automated email programs covering new releases and recommendations
But there are challenges if promotions are too successful if inventory isn’t available.
Your Recommendations
Customers Who Bought X…, also bought Y is Amazon’s signature feature. Round (2004) describes how Amazon relies on acquiring and then crunching a massive amount of data. Every purchase, every page viewed and every search is recorded. So there are now to new version, customers who shopped for X also shopped for… and Customers who searched for X also bought… They also have a system codenamed ‘Goldbox’ which is a cross-sell and awareness raising tool. Items are discounted to encourage purchases in new categories!
I have a more detailed article on Amazon personalisation / recommendation system
He also describes the challenge of techniques for sifting patterns from noise (sensitivity filtering) and clothing and toy catalogues change frequently so recommendations become out of date. The main challenges though are the massive data size arising from millions of customers, millions of items and recommendations made in real time.
Amazon Partnership strategy
As Amazon grew, its share price growth enabled partnership or acquisition with a range of companies in different sectors. Marcus (2004) describes how Amazon partnered with Drugstore.com (pharmacy), Living.com (furniture), Pets.com (pet supplies), Wineshopper.com (wines), HomeGrocer.com (groceries), Sothebys.com (auctions) and Kozmo.com (urban home delivery). In most cases, Amazon purchased an equity stake in these partners, so that it would share in their prosperity. It also charged them fees for placements on the Amazon site to promote and drive traffic to their sites. Similarly, Amazon charged publishers for prime-position to promote books on its site which caused an initial hue-and-cry, but this abated when it was realised that paying for prominent placements was widespread in traditional booksellers and supermarkets. Many of these new online companies failed in 1999 and 2000, but Amazon had covered the potential for growth and was not pulled down by these partners, even though for some such as Pets.com it had an investment of 50%.
Analysts sometimes refer to ‘Amazoning a sector’ meaning that one company becomes dominant in an online sector such as book retail such that it becomes very difficult for others to achieve market share. In addition to developing, communicating and delivering a very strong proposition, Amazon has been able to consolidate its strength in different sectors through its partnership arrangements and through using technology to facilitate product promotion and distribution via these partnerships. The Amazon retail platform enables other retailers to sell products online using the Amazon user interface and infrastructure through their ‘Syndicated Stores’ programme.
For example, in the UK, Waterstones (www.waterstones.co.uk) is one of the largest traditional bookstores. It found competition with online so expensive and challenging, that eventually it entered a partnership arrangement where Amazon markets and distributes its books online in return for a commission online. Similarly, in the US, Borders a large book retailer uses the Amazon merchant platform for distributing its products.
Toy retailer Toys R’ Us have a similar arrangement. Such partnerships help Amazon extends its reach into the customer-base of other suppliers, and of course, customers who buy in one category such as books can be encouraged to purchase into other areas such as clothing or electronics.
Another form of partnership referred to above is the Amazon Marketplace which enables Amazon customers and other retailers to sell their new and used books and other goods alongside the regular retail listings. A similar partnership approach is the Amazon ‘Merchants@’ program which enables third party merchants (typically larger than those who sell via the Amazon Marketplace) to sell their products via Amazon. Amazon earn fees either through fixed fees or sales commissions per-unit. This arrangement can help customers who get a wider choice of products from a range of suppliers with the convenience of purchasing them through a single checkout process.
Finally, Amazon has also facilitated formation of partnerships with smaller companies through its affiliates programme. Internet legend records that Jeff Bezos, the creator of Amazon was chatting to someone at a cocktail party who wanted to sell books about divorce via her web site. Subsequently, Amazon.com launched its Associates Program in July 1996 and it is still going strong. Googling http://www.google.com/search?q=www.amazon.com+-site%3Awww.amazon.com for sites that link to the US site, shows over 4 million pages, many of which will be affiliates. Amazon does not use an affiliate network which would take commissions from sale, but thanks to the strength of its brand has developed its own affiliate programme. Amazon has created a tiered performance-based incentives to encourage affiliates to sell more Amazon products.
Amazon Marketing communications
In their SEC filings Amazon state that the aims of their communications strategy are (unsurprisingly) to:
Increase customer traffic to our websites
Create awareness of our products and services
Promote repeat purchases
Develop incremental product and service revenue opportunities
Strengthen and broaden the Amazon.com brand name.
Amazon also believe that their most effective marketing communications are a consequence of their focus on continuously improving the customer experience. This then creates word-of-mouth promotion which is effective in acquiring new customers and may also encourage repeat customer visits.
As well as this Marcus (2004) describes how Amazon used the personalisation enabled through technology to reach out to a difficult to reach market which Bezos originally called ‘the hard middle’. Bezos’s view was that it was easy to reach 10 people (you called them on the phone) or the ten million people who bought the most popular products (you placed a superbowl ad), but more difficult to reach those in between. The search facilities in the search engine and on the Amazon site, together with its product recommendation features meant that Amazon could connect its products with the interests of these people.
Online advertising techniques include paid search marketing, interactive ads on portals, e-mail campaigns and search engine optimisation. These are automated as far as possible as described earlier in the case study. As previously mentioned, the affiliate programme is also important in driving visitors to Amazon and Amazon offers a wide range of methods of linking to its site to help improve conversion.
For example, affiliates can use straight text links leading direct to a product page and they also offer a range of dynamic banners which feature different content such as books about Internet marketing or a search box. Amazon also use cooperative advertising arrangements, better known as ‘contra-deals’ with some vendors and other third parties. For example, a print advertisement in 2005 for a particular product such as a wireless router with a free wireless laptop card promotion will feature a specific Amazon URL in the ad. In product fulfilment packs, Amazon may include a leaflet for a non-competing online company such as Figleaves.com (lingerie) or Expedia (travel). In return, Amazon leaflets may be included in customer communications from the partner brands.
Our Associates program directs customers to our websites by enabling independent websites to make millions of products available to their audiences with fulfillment performed by us or third parties. We pay commissions to hundreds of thousands of participants in our Associates program when their customer referrals result in product sales.
In addition, we offer everyday free shipping options worldwide and recently announced Amazon.com Prime in the U.S., our first membership program in which members receive free two-day shipping and discounted overnight shipping. Although marketing expenses do not include the costs of our free shipping or promotional offers, we view such offers as effective marketing tools.
Sources: Internet Retailer (2003), Marcus (2004), Round (2004), SEC (2005)
Internet Retailer (2003) The New Wal-Mart? Internet Retailer, Paul Demery.
Marcus, J. (2004) Amazonia. Five years at the epicentre of the dot-com juggernaut, The New Press, New York, NY.
Round, M. (2004) Presentation to E-metrics, London, May 2005. www.emetrics.org.
SEC (2005) United States Securities And Exchange Commission submission Form 10-K from Amazon. For the fiscal year ended December 31, 2004
Monday, August 25, 2008
Amazon.com case study.
Sunday, August 24, 2008
MAC Carpet to participate in Domotex Hannover 2009
MACCarpet - the leading manufacturer of tufted printed carpets and rugs – announced lately that it will participate in the 20th Domotex Hannover, that will take place during 17-20 January 2009 in Hannover, Germany.
With 45,000 visitors from the retail trade and skilled crafts, as well as architects and interior designers, plus 1,350 exhibitors from some 60 countries, DOMOTEX HANNOVER 2009 will reaffirm its status as the world's leading event for the flooring trade.
In 2008, Domotex Hannover set new records, with 1,442 exhibitors (2007: 1,336) occupying some 97,083 square meters of display space (up from 91,757 square meters in 2007). Never before had so many exhibitors - from over 60 different nations - appeared at this global showcase for carpets, textile and resilient floor coverings plus laminate and parquet flooring; never before had they booked so much display space. Their exhibits expressively highlighted tomorrow's trends, featuring new materials and creative designs, including the latest colors and patterns.
MAC Carpet will exhibit in Domotex Hannover 2009 the amazing ability to produce a large variety of tufted custom printed floors for different applications including indoor, outdoor, bathroom, kitchen, children, and car. In addition to rugs, mats, runners, wall to wall carpets, artificial grass and advertising floor panels. In its home country MAC Carpet figures as one of Egypt's top exporters, with more than 80% of its total production going to some 107 countries and retails at many world class retailers like Wal-Mart, IKEA, Tesco and others. The company corporate headquarters and main manufacturing facilities are located in Tenth-of- Ramadan City, the largest industrial estate in the Middle East. In total, its annual production capacity 58 million square meters employing more than 5,800 peopleFor more information about MAC Carpet;Website: http://www.maccarpet.com/about.htm
Email: info@maccarpet.com
emarketing@maccarpet.com
Saturday, August 23, 2008
Learn SEO from E-marketing Egypt
This is very good articel about SEO
For all egyptian and arabs who want to learn more about SEO
YOU CAN FIND THIS ARTICEL AT SEARCH ENGINE JOURNAL WEBSITE
55 Quick SEO Tips Even Your Mother Would Love
Author; Richard Burckhardt
Everyone loves a good tip, right? Here are 55 quick tips for search engine optimization that even your mother could use to get cooking. Well, not my mother, but you get my point. Most folks with some web design and beginner SEO knowledge should be able to take these to the bank without any problem.
1. If you absolutely MUST use Java script drop down menus, image maps or image links, be sure to put text links somewhere on the page for the spiders to follow.
2. Content is king, so be sure to have good, well-written and unique content that will focus on your primary keyword or keyword phrase.
3. If content is king, then links are queen. Build a network of quality backlinks using your keyword phrase as the link. Remember, if there is no good, logical reason for that site to link to you, you don’t want the link.
4. Don’t be obsessed with PageRank. It is just one isty bitsy part of the ranking algorithm. A site with lower PR can actually outrank one with a higher PR.
5. Be sure you have a unique, keyword focused Title tag on every page of your site. And, if you MUST have the name of your company in it, put it at the end. Unless you are a major brand name that is a household name, your business name will probably get few searches.
6. Fresh content can help improve your rankings. Add new, useful content to your pages on a regular basis. Content freshness adds relevancy to your site in the eyes of the search engines.
7. Be sure links to your site and within your site use your keyword phrase. In other words, if your target is “blue widgets” then link to “blue widgets” instead of a “Click here” link.
8. Focus on search phrases, not single keywords, and put your location in your text (“our Palm Springs store” not “our store”) to help you get found in local searches.
9. Don’t design your web site without considering SEO. Make sure your web designer understands your expectations for organic SEO. Doing a retrofit on your shiny new Flash-based site after it is built won’t cut it. Spiders can crawl text, not Flash or images.
10. Use keywords and keyword phrases appropriately in text links, image ALT attributes and even your domain name.
11. Check for canonicalization issues - www and non-www domains. Decide which you want to use and 301 redirect the other to it. In other words, if http://www.domain.com is your preference, then http://domain.com should redirect to it.
12. Check the link to your home page throughout your site. Is index.html appended to your domain name? If so, you’re splitting your links. Outside links go to http://www.domain.com and internal links go to http://www.domain.com/index.html.
Ditch the index.html or default.php or whatever the page is and always link back to your domain.
13. Frames, Flash and AJAX all share a common problem - you can’t link to a single page. It’s either all or nothing. Don’t use Frames at all and use Flash and AJAX sparingly for best SEO results.
14. Your URL file extension doesn’t matter. You can use .html, .htm, .asp, .php, etc. and it won’t make a difference as far as your SEO is concerned.
15. Got a new web site you want spidered? Submitting through Google’s regular submission form can take weeks. The quickest way to get your site spidered is by getting a link to it through another quality site.
16. If your site content doesn’t change often, your site needs a blog because search spiders like fresh text. Blog at least three time a week with good, fresh content to feed those little crawlers.
17. When link building, think quality, not quantity. One single, good, authoritative link can do a lot more for you than a dozen poor quality links, which can actually hurt you.
18. Search engines want natural language content. Don’t try to stuff your text with keywords. It won’t work. Search engines look at how many times a term is in your content and if it is abnormally high, will count this against you rather than for you.
19. Not only should your links use keyword anchor text, but the text around the links should also be related to your keywords. In other words, surround the link with descriptive text.
20. If you are on a shared server, do a blacklist check to be sure you’re not on a proxy with a spammer or banned site. Their negative notoriety could affect your own rankings.
21. Be aware that by using services that block domain ownership information when you register a domain, Google might see you as a potential spammer.
22. When optimizing your blog posts, optimize your post title tag independently from your blog title.
23. The bottom line in SEO is Text, Links, Popularity and Reputation.
24. Make sure your site is easy to use. This can influence your link building ability and popularity and, thus, your ranking.
25. Give link love, Get link love. Don’t be stingy with linking out. That will encourage others to link to you.
26. Search engines like unique content that is also quality content. There can be a difference between unique content and quality content. Make sure your content is both.
27. If you absolutely MUST have your main page as a splash page that is all Flash or one big image, place text and navigation links below the fold.
28. Some of your most valuable links might not appear in web sites at all but be in the form of e-mail communications such as newletters and zines.
29. You get NOTHING from paid links except a few clicks unless the links are embedded in body text and NOT obvious sponsored links.
30. Links from .edu domains are given nice weight by the search engines. Run a search for possible non-profit .edu sites that are looking for sponsors.
31. Give them something to talk about. Linkbaiting is simply good content.
32. Give each page a focus on a single keyword phrase. Don’t try to optimize the page for several keywords at once.
33. SEO is useless if you have a weak or non-existent call to action. Make sure your call to action is clear and present.
34. SEO is not a one-shot process. The search landscape changes daily, so expect to work on your optimization daily.
35. Cater to influential bloggers and authority sites who might link to you, your images, videos, podcasts, etc. or ask to reprint your content.
36. Get the owner or CEO blogging. It’s priceless! CEO influence on a blog is incredible as this is the VOICE of the company. Response from the owner to reader comments will cause your credibility to skyrocket!
37. Optimize the text in your RSS feed just like you should with your posts and web pages. Use descriptive, keyword rich text in your title and description.
38. Use captions with your images. As with newspaper photos, place keyword rich captions with your images.
39. Pay attention to the context surrounding your images. Images can rank based on text that surrounds them on the page. Pay attention to keyword text, headings, etc.
40. You’re better off letting your site pages be found naturally by the crawler. Good global navigation and linking will serve you much better than relying only on an XML Sitemap.
41. There are two ways to NOT see Google’s Personalized Search results:
(1) Log out of Google
(2) Append &pws=0 to the end of your search URL in the search bar
42. Links (especially deep links) from a high PageRank site are golden. High PR indicates high trust, so the back links will carry more weight.
43. Use absolute links. Not only will it make your on-site link navigation less prone to problems (like links to and from https pages), but if someone scrapes your content, you’ll get backlink juice out of it.
44. See if your hosting company offers “Sticky” forwarding when moving to a new domain. This allows temporary forwarding to the new domain from the old, retaining the new URL in the address bar so that users can gradually get used to the new URL.
45. Understand social marketing. It IS part of SEO. The more you understand about sites like Digg, Yelp, del.icio.us, Facebook, etc., the better you will be able to compete in search.
46. To get the best chance for your videos to be found by the crawlers, create a video sitemap and list it in your Google Webmaster Central account.
47. Videos that show up in Google blended search results don’t just come from YouTube. Be sure to submit your videos to other quality video sites like Metacafe, AOL, MSN and Yahoo to name a few.
48. Surround video content on your pages with keyword rich text. The search engines look at surrounding content to define the usefulness of the video for the query.
49. Use the words “image” or “picture” in your photo ALT descriptions and captions. A lot of searches are for a keyword plus one of those words.
50. Enable “Enhanced image search” in your Google Webmaster Central account. Images are a big part of the new blended search results, so allowing Google to find your photos will help your SEO efforts.
51. Add viral components to your web site or blog - reviews, sharing functions, ratings, visitor comments, etc.
52. Broaden your range of services to include video, podcasts, news, social content and so forth. SEO is not about 10 blue links anymore.
53. When considering a link purchase or exchange, check the cache date of the page where your link will be located in Google. Search for “cache:URL” where you substitute “URL” for the actual page. The newer the cache date the better. If the page isn’t there or the cache date is more than an month old, the page isn’t worth much.
54. If you have pages on your site that are very similar (you are concerned about duplicate content issues) and you want to be sure the correct one is included in the search engines, place the URL of your preferred page in your sitemaps.
55. Check your server headers. Search for “check server header” to find free online tools for this. You want to be sure your URLs report a “200 OK” status or “301 Moved Permanently ” for redirects. If the status shows anything else, check to be sure your URLs are set up properly and used consistently throughout your site.
Richard V. Burckhardt, also known as The Web Optimist, is an SEO trainer based in Palm Springs, CA with over 10 years experience in search engine optimization, web development and marketing.
Thank you very much
