With over 10 years of experience handling SEO at the highest levels, Ben Oren has seen it all and done it all, twice. He has worked in medium and large agencies managing the internet marketing strategy for super brands like WSOP, Babylon and more, which he now combines with consulting and strategy for various medium and large clients after co-founding an internet marketing agency. Ben has also tackled marketing under start-up conditions, as he is the co-founder and CEO of an innovative e-commerce app.
Ben has truly tackled online marketing from every angle – conversion, SEO, PPC, E-mail, UX, content, and more – and the insights he’s accumulated have made him a regular contributor at leading industry publication Search Engine Journal.
Q: Over the years, you’ve worn many ‘hats’ and fulfilled different functions for different clients: in-house, agency, consultant, auditor. How do you feel that has contributed to your professional development?
A: I believe anyone interested in ascending to the top of their field today can’t settle for only one type of working experience, be it in-house, agency, consultant or other.
Personally, this variation in work type has greatly contributed to my professional development, and particularly, enhanced my ability to adopt a broad perspective when assessing problems and ways to tackle them.
There are usually two main variables to consider when faced with a business dilemma: the first is the industry itself, which in our case is internet marketing. It’s dynamic by nature and constantly evolving, meaning that there are countless solutions to every problem.
The second variable is the client’s niche, and everything having to do with their positioning within it – company size, marketing budget, online readiness, online state (penalties, priors, filters, etc).
Every single stakeholder has their own interests, limitations and special considerations when facing a business decision, and having an in-depth understanding of these can only help communicate and strategize better to reach an optimal solution.
Q: As an experienced marketer and entrepreneur, what is the greatest misconception you’ve come across among start-ups trying to use social media in order to ‘break’?
A: I can actually think of two basic assumptions which are misconceptions that lead start-up heads to choose social media marketing.
The first wrong assumption is that it’s free, and if we invest efforts into building a large audience then it’ll be free to advertise to said audience whenever we’d like to push our product and company. The second wrong assumption is that building a large, loyal follower base is relatively easy.
To address the first assumption, social media marketing is far from free, both when considering (1) the cost of producing high quality content by a dedicated content professional, and (2) the drastic downsizing of organic post reach in favor of paid advertising, carried out by social networks such as Facebook.
The current trend is to move towards a paid model, whether it’s by impressions or clicks – meaning that posts on a business page will only reach a very small percentage of that page’s followers unless you pay – ending up in a miniscule chance for a positive ROI.
As to the second assumption, a truly engaged, sizable, real audience that’s interested in a product or service rather than only having followed in exchange for a one-time offer, is challenging to achieve. Community growth takes time, resources, clear strategy and long term commitment towards gaining potential customers through social media, and retaining existing customers through social media. It necessitates a level of social media presence that not every start up realizes: real time response, professional outputs and engaging storytelling.
Unfortunately, time and again I see start-ups entrust no-one with the task of maintaining social accounts, ending up with deserted business pages that never took off and serve as a sad, outdated reminder. In the worst examples, the page is also flooded with questions and complaints that go unanswered, several damaging reputation.
In short, my recommendation to any start up interested in using social media is to build a sustainable strategy and be realistic about what it entails in terms of budget and man-power. Social media is a tremendous, powerful vehicle with many advantages, but for those to materialize it takes serious performance, patience and persistence.
Q: In your early days in the online marketing industry, you mainly handled SEO, but now you’ve branched out into content, user experience, conversion and a well-rounded understanding of marketing for large organizations. Do you believe that SEO’s future is questionable, and is that why you’ve distanced yourself from it?
A: I didn’t leave or distance myself from SEO. SEO is here to stay and will be around for a very long time; it’s just changing and developing, requiring us to adapt our methods and practices accordingly.
In my career development, I chose to expand my knowledge by tackling different aspects of online marketing, never neglecting SEO. I don’t think the future of SEO is questionable, but I don’t think it’s necessary or appropriate for any business.
SEO has undergone a transformation both in the way it’s performed and in the way it’s perceived. It is no longer regarded as a stand-alone channel, but rather as an integral part of a holistic marketing strategy. As a result, an SEO professional needs to be considerably knowledgeable about content strategy and social media, otherwise effectiveness will be hard to assess or measure.
Another component that’s constantly changing is Google’s algorithm, growing more and more sophisticated with every passing day. Links don’t behave as they used to, relevance is no longer measured the way it was, and engagement level holds greater weight, leading to the marginalization of spammy practices. If one fails to keep up regularly with all of these changes, it can be impossible to move forward and understand exactly what works and how.
Q: You’ve started and managed a start-up; do you have any tips to share from your experience, particularly regarding marketing a start-up?
A: Co-founding and managing my start-up, I encountered three main limitations:
- having a limited budget
- limited man-power
- limited time
This is shared by all start-ups I know, and it often leads to the irresponsible misplacement of valuable funds in dubious marketing shortcuts publicized in who-knows-where. The combination of lacking real marketing know-how and not investing in expert guidance, is a sure way to throw time and money down the drain without any results to speak of. Therefore, my best recommendation is to hire a marketing consultant – someone with rich, varied experience and results under his/her belt – to guide the existing team on the best uses for their time and money.
Marketing efforts will still be carried out by the existing team members; however, they’ll be monitored by a professional and form part of a strategy that’s been tailored to the start-up’s niche, state, budget and competitors. Sure, it’s an expense, but it yields results and, more importantly, it can be thought of as an investment: empowering the existing team to handle marketing and slowly decrease dependency on external consultants and agencies.
Q: Outside of your experience with start-ups and small businesses, you’ve handled online marketing endeavors for enormous, international corporations such as WSOP, Caesar’s Entertainment, Babylon, Bouclair Home and more. Please highlight the professional methodological and executional differences when working with both types of companies.
A: Methodologically, surprisingly enough, there isn’t much of a difference. The difference lies in the ability to execute more advanced methods, and the subsequent quality of said execution. Larger companies have a clear advantage thanks to their budgets and recognizability, lending them greater possibilities that small and medium businesses don’t have access to.
For instance, if a large, leading corporation is interested in a partnership with a well known figure, its clout and deep pockets mean it’s likely it will come to fruition as long as there’s agreement between both sides. Small and medium businesses often don’t have the means or access necessary to even garner initial interest.
On the other hand, small businesses benefit greatly from a shorter decision process and a quicker, more efficient turnaround time. Corporations often struggle with miscommunication between different departments, sometimes yielding mediocre execution for otherwise brilliant campaigns. For example, the content and marketing department may not have direct, ongoing communication with the sales department, ending with a marketing campaign that isn’t optimally geared towards the company’s actual end clients.