Why CMOs Need to Get Enterprise SEO Right to Thrive in a Digital-First World

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In 2020, marketing leaders in enterprise companies face some formidable challenges. While some of us come to terms with ever-shifting budgets, others have had to reposition their strategy to respond to changing consumer behavior.

Whatever the individual case may be, the common thread across every marketing team is the critical need to drive more leads, sales, and revenue via digital channels.

As we’ve seen during the coronavirus pandemic, organizations that have been able to pivot online have outperformed their competitors across almost every metric.

But even those brands that have successfully adjusted in the short-term know in the mid- to longterm they need to ensure their website delivers more customers. After all, B2C and B2B customers across most sectors have, during COVID, been willing to experiment with the products and services of digital-first challenger brands.

This trend is unlikely to cease. In such an environment, getting your business’ SEO right has to be a priority.

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Negotiation Skills Guide: Negotiating Your Way To Success!

Part 3: Establishing Goals and Limitations 

This part of Negotiation Skills will help you identify the goals you’ll want to take to the negotiation session and to set basic limitations on what you might expect or help you decide the point at which you’ll leave the table.

An important aspect of learning negotiation skills is knowing how to identify something you want and then plan and take the steps to acquire it. People sometimes have a difficult time setting goals because they’re more a part of a fantasy or dream than an actual event that you’re going to be working toward.

Before you sit down at the table to negotiate, you should do some soul-­‐searching asking yourself what you really want from the negotiation. Do you want the job, a raise, a new kitchen at your budgeted price?

Write down everything you want from the future negotiation. Some of it may sound fanciful or even unattainable, but this process will help you identify your goals and to visualize them. Then, you can begin to refine them into more realistic pursuits until you have the bare bones of what you want from the negotiation.

If you work with a team, such as in a company, be sure and ask others on the team what they see as goals. You may get some great feedback and asking the other members of a team for their input means that you’ll more than likely have their cooperation in the future.

Prioitizing Your Goals

AIer you’ve done the brainstorming work of figuring out your goals, you’ll need to prioritize them in the proper order. If one of your goals is to purchase a $100,000 car, you don’t just go out and sign papers for credit knowing that you’re not going to be able to pay for it. First, you’ll figure out how to save the money or raise your salary so that you can afford it.

It’s rare that all of your goals will be achieved in one negotiation process, so you’ll have to figure out which goals are most important for you to achieve and concentrate on making sure those are attainable.

Here are some actions you need to take to ensure that you’re prioritizing your goals properly to get the eventual outcome you want from the negotiation process:

· Be specific – Don’t be vague when you’re writing down your goals. For example, if you want a new and better job, give yourself a timeline for achieving the goal. Then, you can break the goal down into steps.

· Set a number of goals – Rather than cram many goals into the negotiation process, narrow them down into a limited number that won’t overwhelm you and confuse the negotiation process.

· Qualify the goals – Be sure your goal setting is realistic. You don’t want to underestimate your negotiation skills, but neither do you want to overstate them. AIer the negotiation process, you’ll want to think you got exactly what you wanted rather than thinking you could have gotten more.


Don’t put all your eggs in one basket – meaning that all of your hopes and dreams shouldn’t depend on one negotiation. If you don’t get the job or raise, all isn’t lost. Have a backup plan and go on to plan the next negotiation. 

Sendng Limitations on the Negotiation

What is the absolute bottom line you’ll accept from the negotiation? This is a personal decision that you’ll have to make. Some examples of limitations would be the maximum number of hours you will work in a week, the highest price you’ll pay for a product or the point at which you’ll walk away from a negotiations.

All of the limitations should be set before entering the negotiation and you should be firm in your thinking. By setting boundaries, you’ll be more decisive in the negotiation process and that can make you more confident and strong.

It’s important that you set realistic boundaries. For example, if you set your limit for the price of a new car much lower than what the market price is, you’re setting yourself up for failure in the negotiations.

Here are some other matters you should take into consideration before making firm assessments of the boundaries you’re setting:

· Alternatives  Consider your alternatives for the negotiation. For example, if you have to have a higher salary and your company might not be willing to oblige, you should think about moving to another company, improving your skills by going to school or taking classes that will make you more valuable to the company.


You might also want to consider starting your own business if you have time or moving to another city or company where the salaries tend to be higher.

· Work with others – Whether it’s a team at work or your family members, it’s good to have other opinions, especially if it’s going to involve a huge change such as moving to another city.


You can gain valuable insight from others and it may be one that you expect the least from. For example, children have a way of saying it plain and simple. You may have been making the issue more complicated than it really is and a child may help you see it a different way.

· Standing firm – Setting limitations from the beginning should make it easier for you to enforce the limits you set. Giving in isn’t an option aIer youve carefully thought out what you want and need from the negotiation. Even if you walk away with nothing, it’s better than caving in and regretting it later.


Just as there are consequences to teenagers who don’t follow the rules of curfew and other rules, there will be consequences of giving in too soon and not getting what you want from the negotiation process.

To gain a broad perspective of how the negotiations will progress, it’s helpful to think about what limitations might be on the table from your counterpart. If you think through his or her possible limitations, it will help you to decide possible changes in your own limitations.

Exercises for Part 3 – Establishing Goals/Limitations

Writing down your thoughts and ideas is always helpful. You can go back later aIer you’ve done more research and expand or delete the ideas you’ve formulated. Here are some good exercises to help you establish your goals and limitations in the negotiation process:

1. Write down all the limitations you can think of for an upcoming negotiation. You may revisit them later, but writing them down will help you process the information so you can whittle them down to viable options.

2. Write down some alternatives to the limitations you’re placing on the negotiation. For example, if the salary for a job is lower than what you wanted, consider if it’s a better opportunity for you. It may be a way to leave a dead-­‐end job that you hate and move forward into another career path.

3. Write down some limitations you can think of for your counterpart. Think of the ways you can successfully address those limitations so that the end result is better for you.

4. Practice your goal/limitation skills. For example, find an online auction (or one you attend) and find something you’d like to have. Think of a fair price and then how much you’d actually spend to get the item. Participate in the auction to see how you stick to your limits.




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Philip Levine: Walking them through it

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With a distinctly streamlined model for project management, Philip Levine runs South Florida Web Advisors, a web development agency serving the West Palm Beach, Florida area. You can find South Florida Web Advisors on Twitter and Facebook.

Tell us about yourself. Who are you and how does your process work?

I’m Philip Levine of South Florida Web Advisors in the West Palm Beach area. I’ve run this agency since 2014, but I’ve been doing this sort of work since 1997.

Assuming the client doesn’t already have a website, I like to start with a template. It speeds up the development process. We find a WordPress template that works for their industry and interest. It gives them direction. They know what they need to fill in.

Then I walk through it with them. They develop the content, collaborating with me. I walk them through best practices. For example, I helped one client figure out how to write content for their Directors’ page. Walking through a back-and-forth conversation makes it more relatable and easy for the client to follow.

I let the client drive the process. Once we feel that the site is ready to go live, or that it’s mostly ready, we’ll go live. Some clients will continue with monthly updates. Some will only need an update once or twice per year. We go from there, based on what the client needs.

People often ask how long it takes to get a website done. I can get a site up in two to three days. It can take a week, or it can take months. It depends on what we’re starting with, and how long the collaboration takes. Four to six weeks is a good average.

Tell us a little more about yourself. How did you start off? How did it shape you today?

In the late 90s, my school had just gotten their own website. They needed someone to maintain it. The faculty didn’t know how to do it, so they got the students involved. I used Microsoft Frontpage and Notepad as an editor.

Through that I picked up some work from a local politician. She wanted to be more up on technology. She’s still one of my clients.

I went to school for Management and Information Systems. Imagine everything you’d expect in a business course: finance, marketing, everything. Then take a little bit of IT: hardware, computer setups, networking, software management. Put it in a mixing bowl. That’s Management and Information Systems.

I still use 75% of what I learned in school. It helps me understand what clients need from a business perspective.

After graduating, I worked for a company that had their own content management system. I worked there for a while before moving on to work with a company that serviced local small businesses, mom-and-pop shops with one to five employees.

I purchased that business from the previous owner, and here we are today.

What’s the elevator pitch for your business? Describe what you do.

Our tagline is that they’re not just a client — they’re a friend. I’m here as a consultant. It’s a partnership. If it doesn’t work for my client, it doesn’t work for me.

If something goes wrong, I own it. If the client wants to go in a different direction, I’ll make the transition as easy as possible. I’ve had clients come back because of that. I work hand-in-hand with my clients because of that. It’s all about the relationship.

What inspired you to start your business? How did you get started?

I always had a passion for this. My father was a partner at Ernst & Young. Technology and entrepreneurship is in me. I’ve always wanted to work for myself. I like the flexibility, the creativity. I took a roundabout way to building the business by buying the business.

It’s not always feast or famine (knock on wood), but I’m going out and winning business. It gives me a sense of accomplishment. It’s how I got started, and it’s why I like doing this.

Who’s your ideal client?

I’m doing a lot of work recently with homeowners’ associations. Planned communities in this area have residents who look after everything. There are big companies that work with these associations, but they don’t value the relationship. So my big selling advantage is that I’m local. I can come out and meet with them. They like that I’m willing to do that.

What kind of projects do you like working on?

I’m about relationships. I like helping clients who have never had a site before. I’m helping them get their presence out there, building up from scratch.

Through the GoDaddy community I’ve picked up clients who’ve seen me contribute to discussions, help others. I can step in and help them maintain their site. They just want to know that their site is kept up and running and secure.

Most of my clients have brochureware sites. If they have an update once a year, it’s a lot. For bigger clients, like the HOAs, I can get very involved in their operations. It’s like technology consulting.

For one client, I’ve helped them set up online registration systems built with WordPress. It’s not a lot of custom coding — it’s using the functionality of what’s available in the plugins and WordPress. For example, I use Gravity Forms and Formidable Forms in different, creative ways.

What kind of projects do you not like working on?

Projects where I have to get very involved with custom coding. I know PHP, HTML and CSS. But from a scalability perspective, it’s not realistic. I’m an agency of one.

If more custom development work is needed, I have connections in the community who I can lean on, and refer people to.

What are the most common problems you help your clients with?

Most of my clients are not technically savvy. They know their business, but they don’t know technology.

I have a turnkey operation. If my clients need email accounts, I can host them. If they need to get set up with online tools, I can help them. If they need more help than that, though, I’ll refer them out to IT professionals.

Having connections, a professional network, really helps. We can refer clients to each other, and the client gets a great experience as a result.

What advice do you have for folks who are trying to take their business online?

So many businesses that weren’t doing ecommerce, or weren’t focused on their website before, there’s a lot of things to think about. First off: Where are your customers coming from? And what are they coming to you for?

A personal injury attorney’s website needs a prominent call to action button. “Call us today.” It’s one of the first things they’ll see. With a mobile-friendly or responsive site, you need to think about why they’re coming to the site on mobile. For a restaurant, that could be a link to the menu. It needs to be visible and quick to reach.

Aside from that, whatever you’re doing offline can usually translate to doing online. It comes down to knowing who your audience is, and what you need to do to bring them in.

Another tip: Have a separate Facebook profile for your business. That way, if you need to manage your clients’ Facebook profiles, they can connect with your business profile. It’s important to have that separation, especially if you’re sharing personal information.

What advice do you have for folks who are thinking about starting their own business?

Do your homework. I see in the GoDaddy community, and in Facebook groups, people who are getting into the web development business. They’ve sold their first project, but they don’t know where to host them.

If you’re going to do anything — become a chef, for example — you’re not going to start a business before you know how to cook. Find a focus and learn it.

You can learn through watching webinars, attending events, reading tutorials. Figure out what works for you. But do your homework. Then you can talk with an authoritative voice when you’re talking to potential clients. You’ll know how to address the questions that come up.

One of the worst things you can do is go into a pitch, and guess as you go along. If this is your first client, be up front with that. You’ve set the expectation. Otherwise you risk over-promising and under-delivering. It’s better to under-promise and over-deliver. Show clients how much more you can actually do for them.

Anything else you’d like to share or promote?

I love being able to give back. Why do I volunteer for things, like spending time in the GoDaddy community? I do it because I want to give back. I’ve been doing this for over 20 years.

If I can give a little bit of information to someone else, to make their life easier, it makes me feel good. And it doesn’t cost me anything more than my time. If everyone gave back a little bit, whatever their industry is, it gives back to the community at large. It’s a good thing to do.

I’m also involved in a number of networking groups. There are groups that are very structured with quotas. That’s not for me, but it works for some. Find a networking group that suits you. Start with your local chamber of commerce and go from there. Try out different ones.

Having relationships with complementary professionals gives you a power team to lean on. You become the go-to expert for each other.

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