The assumptions that a competitor's managers hold about their firm and their industry help to define the moves that they will consider. For example, if in the past the industry introduced a new type of product that failed, the industry executives may assume that there is no market for the product. Such assumptions are not always accurate and if incorrect may present opportunities. For example, new entrants may have the opportunity to introduce a product similar to a previously unsuccessful one without retaliation because incumbant firms may not take their threat seriously. Honda was able to enter the U.S. motorcycle market with a small motorbike because U.S. manufacturers had assumed that there was no market for small bikes based on their past experience.
Once you know your target audience, you can easily aim your advertisements towards areas where your target audience would be. Bonobos, an online male clothing store, did a great job of this when they were launching their Guide Shops pop-ups. The “store” would serve purely as a try on and styling area. Once you ordered clothes, they’d be sent to your house directly.
You can search for these types of competitors online (by doing a simple web search), or you can directly ask your current and potential customers what they are using already. You can also look for your direct and indirect competitors on websites such as Crunchbase and Product Hunt, and you can search for them in the Google Play and the iOS App Store.
To do this, you want to analyze your analytics frequently by keyword and observe visitors’ behavior when they come to your website or landing page. Don’t fixate on just traffic alone. How much time are they spending on your site? What is the average number of pages they are viewing? What is the bounce rate? A high bounce rate like 80 percent will tell you that most of your visitors leave your site immediately upon landing on your site. They’re not engaged and see no content clues they arrived at their desired destination. This can be fixed by making changes to your landing pages as long as they are relevant to the keywords that brought them there.
Keyword research for PPC can be incredibly time-consuming, but it is also incredibly important. Your entire PPC campaign is built around keywords, and the most successful Google Ads advertisers continuously grow and refine their PPC keyword list. If you only do keyword research once, when you create your first campaign, you are probably missing out on hundreds of thousands of valuable, long-tail, low-cost and highly relevant keywords that could be driving traffic to your site.
Pick your battles. Sometimes a keyword is so competitive, it's best to let it go. Focus on keywords where you have the most opportunity to move up in the ranks. Moving up from a ranking of 60 to 50 won't have much of an impact, but moving from a ranking of 15 to 8 pushes you from Page 2 to Page 1 of Google's search results, where you'll have a much better chance of being found.
Once your campaign is established you must review the analytics data and look for ways to optimise the campaign. Setting clear goals and measurements are absolutely critical to allow the campaign to be reviewed against each stated goal, in which you will consider ad performance, keyword performance, ad placement performance, campaign structure, and campaign targeting. This chapter highlights how to analyse and optimise your PPC campaign for success.
What’s the difference between your brand and your keywords? Are you using both effectively? Your brand is one of your most important keywords, but it shouldn’t be your only keyword, nor should you have lots of keywords but no brand. There should be a keyword strategy behind the keywords you pick. This post highlights the why of that and explains the basis of the how, then points you to several useful posts for the how.
This chapter will discuss how to best structure your campaign within Google AdWords. These basic building blocks are campaigns and ad groups contained within those campaigns. How you structure this will depend upon your business and marketing and the main takeaway here is that there is no single way to structure a campaign. Just be mindful of what matters when it comes to advertising and measuring the results of your campaign.
Device targeting is important nowadays since most of the users are using mobile devices to browse the web. Use device targeting to reach your best customers on any device. With device targeting, you can customize your ads for different mobile devices and operating systems. This way you can target people who are online on mobile devices or using different operating systems.
City advertising by advertising on web sites with extensive content related to particular cities. Such web sites can connect large city audiences with products/services for sale in those cities. Surfers searching for information about particular cities find adverts at such web sites as a result of city name related searches rather than product/service keyword searches. In this way businesses, e.g. shops, restaurants, can advertise and reach out to consumers located in the real-world localities of their product/service offerings.
Why make the same mistakes your competitors have made when you can learn from them? As its name implies, SpyFu is a great way to spy on the competition so you can learn from their failures and more importantly, their successes. When you type in a competitor's URL, you'll be able to see how many keywords they are ranking for organically and even the ad value of those keywords. It also offers good analytics on backlinks driving the most traffic to your competitors' sites so you can see where you might want to publish guest blogs or be listed. If they are running any paid advertising campaigns, you can even see what campaigns they're running and how much they're spending.
A FINAL WORD [top] Schedule a competitive analysis on a regular basis, as you do for inventory and other business functions. Depending on what market you're operating in it could be every two months or once a year. Consider employing a college student for the summer or create student internship positions to fulfill the task. You must remember that your competitive research and analysis is never finished. This is on-going, rather than a one-time process. Your competition can change quickly, new players can emerge tomorrow, the economy may upswing or downswing at any moment. It's only when you clearly understand your competition that you can evaluate your own market position. Only then can you exploit their weaknesses to your competitive advantage and seek to improve your own marketing efforts. CHECKLIST [top] ___ Have you identified your direct and indirect competitors? ___ Do you know how the customers in your target market rate your product in comparison with your cometitors'? ___ Have you compiled the intelligence you have gathered on each competitor in a format that fosters comparison of features and market postions? ___ Do you have strategies for building on your strengths and minimizing your vulnerability where you have weakenesses? Do you have strategies for minimizing the value of your competitors' strengths and taking advantage of their weaknesses? ___ Have you communicated the competitor information and your strategies to every worker who needs to know? In research and development? In production? In marketing and sales? ___ Have you established procedures for keeping your industry and competitor profiles current? RESOURCES [top] Books Competitive Intelligence for the Competitive Edge, by Alan Dutka. (NTC Business Books, 1999). Brief discussions of competitive intelligence activities are followed by extensive real-life case-study examples. Web Sites "Do You REALLY Know What The Competition Is Doing?" by Darrell S. Mockus. Journal of Business Strategy 24:1 (January-February, 2003), 8-10. "Spies Like Us," by Carole Ashkinaze. Business Week (July 12, 2000), F4+. "Face-to-Face: Spies Like Us," by Stephanie L. Gruner. Inc. 20:11 (August 1998), 45 (7). "Spy Away," by Mark Henricks. Entrepreneur 28:3 (March 2000), 98. Fuld and Company. What Is CI?. Society of Competitive Intelligence Professionals. "Competitive Intelligence vs. Espionage," by Fred White. ThomasNet Industrial Newsroom, May 22, 2007. Writer: Susan MaGee All rights reserved. The text of this publication, or any part thereof, maynot be reproduced in any manner whatsoever without written permission from thepublisher.
If you want more traffic from the search engines, follow the steps from the SEO analysis report. The SEO Analyzer point out all of the problem you may have on you website and supply with tips how to fix them. Use wisely and remember not to over-optimize the page, as it may look that the page is created for search engines. Our SEO Analyzer is the most advanced and fastest analyzer on the web.