5% traffic increase simply by making our site’s XML Sitemaps available to search engines
In January this year I was doing an analysis on the traffic sources to the hobby-based site I run (SuperMotors). Since we run the site as a hobby, it must pay for itself via direct subscriber fees and advertising revenue (on a CPM basis). From ad revenue standpoint, more traffic to the site equates to more revenue. Simply increasing the pageviews that existing traffic is already making is not enough in a CPM environment because ad networks will optimize ads to show less frequently to visits/sessions that have already seen their ads. Instead, we needed to look at creative ways in drawing in more visits to the site.
Referring search traffic is a significant driver in website traffic
What I found over an 8-month period -- I knew it was the leading referrer in traffic, but it was surprising to see that it was the leader by a clear mile -- was Google Organic search was driving over 37% of traffic to our site. The next closest traffic referrer was only at 11.7%.
Google's search index of our site (in January '09): 56,800 pages
Perform a Google search on your site index with this query: site:www.yoursite.com . In the case of SuperMotors, the 37% of traffic being driven by organic results in Google was a result of 56,800 pages in the Google index for www.supermotors.net. Not bad, but when compared to competing enthusiast sites who had indexes in the several hundred thousands, it was substantially low.
Bottom line: we were missing out on revenue opportunities by having a small natural search index.
Google Webmaster Tools: Adding Sitemaps
Sitemaps are the single most cost-effective way at increasing search visibility for your site with Google and getting additional, free organic traffic driven to your site. The premise is simple: the more content that Google indexes from your site, the more keyword hits there will be for your site. Rankings of these pages are another story altogether, but long tail search can account for a substantial portion of traffic being driven to your site. Here's the link to Google's webmaster tools: https://www.google.com/webmasters/tools/
Here is a screenshot of one of our sitemap indexes (for photos posted by our members), there are 11 separate pages each with 50,000 records each:
Even 8 months after submitted this Sitemap, of the 529,979 unique URLs submitted, Google has still only indexed 339,578 or 64% of them. Over time, this figure will continue to grow as the Googlebot absorbs more and more pages out of the Sitemaps.
Google's search index (8 months later) of our site after adding Sitemaps: 1,200,000 pages
For the past 8 months, the Googlebot has been methodically inhaling more and more pages from our various sitemaps to increase our searchable index for SuperMotors.net in the Google Search index. Our search index increased from 56,800 to 1,200,000 -- a 2100% increase in indexed content free of charge.
Your results will vary -- we have a lot of user-generated content and the 1,200,000 million pages represents forum messages, pictures, sounds, and videos posted by 10's of thousands of members over several years. For sites without user generated content, indexed content will probably be much lower -- and this is OK. Apple.com for example, has approximately 115,000 indexed pages in Google at the time of this writing.
Referring organic Google visits have increased 5.76%
As the result of simply adding Sitemaps and telling Google about them via the Webmaster Tools page, we have seen a 5.76% increase in organic visits from Google. All other things equal, when you increase site visits by any percentage free of charge, this will result in increased revenues from CPM advertising programs. Or in the case of e-commerce/retail sites, this should increase online sales provided that you're converting these visits at the same rate as other visits.
Look at some of your favorite websites in Google's search index -- impressive results or not really? When you have a big brand name, you may not spend as much effort in the Sitemaps arena. However, organic search is highly qualified traffic because someone has searched for a keyword that you have on your site. Increasing your search index size is the first step in taking share away from your competitors online. Optimizing the content on those pages is another tactic altogether -- but content optimization won't matter if Google doesn't know the page exists on your site.
E-Business Organizational Chart/Structure
The E-Business space is ever-evolving and depending on which organizations you look at, you'll see E-Business teams structured in many different ways: some companies have strictly an online marketing or social media only focus, some are "web teams," others are channel marketing focused, while others are a combination of all facets.
Furthermore, where these groups align is also a pressing question, and it's something I've been searching for best practices on to understand how others are doing it successfully so we can position our organizational talent with career opportunities as well as establish a smooth operating rhythm.
Forrester's E-Business Organization Research
Forrester has put together a handful of articles on this very topic in the past 24 months and have been the only research firm I've found specifically dedicating analysts to the topic of E-Business. A Google search on E-Business org charts leaves a lot to be desired, so I'm compiling this list of the most valuable Forrester Rsearch I've found to date:
Most recently, Best Practices in Organizing for eBusiness, finally provided examples of E-Business org charts at different companies. A couple older articles include Building Best-In-Class eBusiness Teams and Dissecting High-Performing eBusiness Organizations.
In the End, Org Structure Doesn't Matter; E-Business Maturity Does
Forrester's eBusiness Maturity Model was published in the Is your eBusiness Team Ready for Prime Time? article and is essentially what E-Business executives need to use to evaluate the strength of E-Business in their organization. The maturity model is broken down into four primary buckets:
- People, organization, and culture
- Business and technology process
- Channel integration
- Measurement and metrics
E-Business teams must essentially be tailored for how your organization does business. There is no right or wrong structure provided it meets your business needs and you consistently build upon the above four maturity areas.
For example, I work for a consumer products company in which we do a very small portion of business direct-to-consumer online but in the end, relationships with our retailers are what ultimately matters. Therefore, our E-Business team is typically focused on "ease of doing business" initiatives, marketing our products online, and learning how consumers shop online.
On the flip-side, a retailer who sells multiple branded products would have substantially more online merchandisers on its staff because their goal is to sell products.
Three Spheres of E-Business Execution
Now, when it comes to execution, there is a right and wrong way. Borrowing from Jeremiah Owyang's Three Spheres of Web Strategy, these same three spheres of web strategy expertise are essentially the pillars of E-Business execution:
- Community
- Business
- Technology
For reasons outlined in Jeremiah's diagram, you can't be missing one of these components and still have a successful execution.
The Secret Sauce for your E-Business Organization
Forrester's 4-maturity-area model is an essential tool in long-term planning and growing talent in your E-Business organization. Jeremiah's 3-sphere tactical model is where the rubber meets the road. E-Business can be a strategic advantage and you want to use these two models as guides for properly positioning E-Business within your organization. What works for another company may not work for your business and go-to-market strategy.
The single most important facet will be aligning with a C-level executive who either has a background or a willingness to learn and leverage E-Business as a competitive advantage. Without this, the E-Business team will fall into a rut of taking orders from business units without guidance on which projects are more important than others. The end result will be a resource-strapped, burned out team with no clear path for growth and no definitive business value to the organization other than "keeping the lights on."



