IM Local SEO Blog: April 2017

Sunday, April 30, 2017

https://t.co/1ximFEjZTi‘Casas con Arte’, la tendencia más creativa del Home Staging https://t.co/pjRWgDdntC

https://t.co/1ximFEjZTi‘Casas con Arte’, la tendencia más creativa del Home Staging https://t.co/pjRWgDdntC — Network Coaching (@thenetcoaching) April 30, 2017 from Twitter https://twitter.com/thenetcoaching April 30, 2017 at 11:43PM via IFTTT from Network Coaching http://networkcoaching.tumblr.com/post/160155359269 via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160155517928 via IFTTT
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‘Casas con Arte’, la tendencia más creativa del Home Staging

Living Homes, inmobiliaria de lujo, ha revolucionado el método Home Staging creando un novedoso concepto ‘Casas con Arte’. Esta nueva tendencia es una una fusión del mundo inmobiliario y de la cultura, manifestada a través del arte. Con esta técnica cada inmueble, además de ser despersonalizado a través del Home Staging, combina las tradicionales estrategias de decoración con obras de pintura, escultura e, incluso, con música ambiental. Así pudieron apreciarlo los asistentes al evento celebrado este martes en Madrid en la exclusiva urbanización de La Rinconada, donde la inmobiliaria mostró un caso real de ‘Casa con Arte’. Mediante esta técnica, Living Homes impregnó de atractivo espacios vacíos y antiguos de una vivienda con técnicas sencillas que devuelven el encanto combinadas con obras de arte. “En Living Homes siempre estamos atentos de las últimas tendencias del mercado a nivel mundial. El desarrollo de un Servicio de Home Staging ha sido un primer paso donde el objetivo principal es ofrecer las casas con su mejor presentación y conseguir dos objetivos de venta para el propietario: el mejor precio y el plazo de venta más corto posible. Como cada casa es diferente, cada Home Staging también lo es, y nosotros hemos creado una vertiente más creativa, ‘Casas con Arte’ o convertir cada inmueble en una obra de arte por sí sola”, señala Helena de Gregorio, socia directora de los proyectos de Home Staging de la inmobiliaria. La compra y alquiler de una vivienda es un proceso que mezcla lo racional y lo emocional, teniendo sin duda un gran peso específico el peso emocional en la decisión. “Cuando alguien elige una casa es porque se imagina viviendo en ella. Ya nos pueden ofrecer la casa más barata del mundo que si no sentimos un vínculo emocional fuerte hacia la misma, no habrá interés de ningún tipo”, explican desde Living Homes. Gracias a ‘Casas con Arte’, una técnica de marketing basada en el diseño y la decoración que consiste en mejorar el aspecto general de un inmueble presentándola de forma más neutral y dotándolo de obras de arte, el poder de atracción de la vivienda para la comercialización con éxito en el mercado inmobiliario, ya sea de alquiler o de compraventa. Es un método sencillo y económico para maquillar un inmueble basado en dos pilares básicos: 1) la despersonalización con gustos neutros que encajen en el mayor número de clientes potenciales, y 2) limpiando y haciendo reparaciones menores, aumentando la sensación de luz, claridad y espacio, elaborando un buen reportaje de fotos que resuman y representen el atractivo de la misma. El objetivo es trasmitir sensaciones positivas, agradables y acogedoras. Supone una pequeña inversión que repercute en una venta más rápida cuyo objetivo es hacer ganar tiempo y dinero al propietario. La finalidad es obtener un cambio positivo en la presentación de la vivienda con el deseo de hacerla más atractiva, generando sensaciones favorables que inciten a vivir en ella, según Living Homes. Un estudio reciente de la Asociación Home Staging de España (AHSE) señala que el 25% de las propiedades con Home Staging se venden en menos de 10 días, el 60% de las propiedades con Home Staging se venden en menos de 30 días, y el 90% de las propiedades con Home Staging se venden en menos de 60 días. Mientras que es una estrategia alternativa a bajar el precio de una casa en venta o alquiler (un 5% menos). //pagead2.googlesyndication.com/pagead/js/adsbygoogle.js (adsbygoogle = window.adsbygoogle || []).push(); Source link from Blog https://goagencies.com/casas-con-arte-la-tendencia-mas-creativa-del-home-staging/ via Go Agencies from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/30/casas-con-arte-la-tendencia-mas-creativa-del-home-staging/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160155650923 via IFTTT
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https://t.co/1ximFEjZTi‘Casas con Arte’, la tendencia más creativa del Home Staging https://t.co/pjRWgDdntC

‘Casas con Arte’, la tendencia más creativa del Home Staging

https://t.co/1ximFEjZTi‘Casas con Arte’, la tendencia más creativa del Home Staging https://t.co/pjRWgDdntC

https://t.co/1ximFEjZTi‘Casas con Arte’, la tendencia más creativa del Home Staging https://t.co/pjRWgDdntC — Network Coaching (@thenetcoaching) April 30, 2017 //platform.twitter.com/widgets.js from Twitter https://twitter.com/thenetcoaching April 30, 2017 at 11:43PM via IFTTT from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/30/httpst-co1ximfejzticasas-con-arte-la-tendencia-mas-creativa-del-home-staging-httpst-copjrwgddntc/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160155365873 via IFTTT
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https://t.co/9Jfaivhryp de Barcelona con historia https://t.co/PctEVItj6A

https://t.co/9Jfaivhryp de Barcelona con historia https://t.co/PctEVItj6A — Network Coaching (@thenetcoaching) April 29, 2017 //platform.twitter.com/widgets.js from Twitter https://twitter.com/thenetcoaching April 29, 2017 at 11:33PM via IFTTT from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/29/httpst-co9jfaivhryp-de-barcelona-con-historia-httpst-copctevitj6a/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160120383903 via IFTTT
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https://t.co/9Jfaivhryp de Barcelona con historia https://t.co/PctEVItj6A

Saturday, April 29, 2017

https://t.co/9Jfaivhryp de Barcelona con historia https://t.co/PctEVItj6A

https://t.co/9Jfaivhryp de Barcelona con historia https://t.co/PctEVItj6A — Network Coaching (@thenetcoaching) April 29, 2017 from Twitter https://twitter.com/thenetcoaching April 29, 2017 at 11:33PM via IFTTT from Network Coaching http://networkcoaching.tumblr.com/post/160120276899 via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160120366868 via IFTTT
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Edificios de Barcelona con historia

Barcelona y sus edificios, algunos con siglos de historia, son protagonistas de cientos de mitos y leyendas urbanas. Desde el Teatro del Liceo a la casa en la que se rodó REC, una ciudad como la capital catalana es una gran inspiración para la imaginación de su población. Los edificios son una parte fundamental de nuestra vida. Vivimos en ellos, trabajamos en ellos, nos divertimos en ellos. Siendo tan importantes, y teniendo los seres humanos gusto por las historias, no es raro que se acaben propagando leyendas en torno a ellos. Una ciudad con la historia de Barcelona da pie a miles de historias y leyendas. ¿Sabías que en realidad el brazo de Colón no apunta a América? Para hacerlo, debería dirigirse hacia Las Rambas, sin embargo sus promotores pensaron que la gente no comprendería el simbolismo y lo encaró al mar. Estas son algunas relacionados con lugares emblemáticos de la ciudad. La Sagrada Familia ¿El techo de la ciudad? Barcelona es una de las metrópolis más importantes del Mediterraneo, y como tal puede llamar la atención la ausencia de rascacielos -edificios de más de 150 metros-. Uno de los argumentos que se suele dar es que el suelo de la ciudad no soporta edificios altos tan bien como el de otras capitales, aumentando el coste de la edificación pasada una determinada altura. Pero la leyenda urbana cuenta que se debe a que ningún arquitecto quiere superar los 172 metros que tendrá la Sagrada Familia cuando finalmente esté completada. No existe ninguna norma municipal que impida superar su altura -que Gaudí eligió para no superar la de Montjuic, que él consideraba el punto más alto de Barcelona creado por Dios-. Sin embargo, lo cierto es que ni durante la preparación de los Juegos Olímpicos ni con la extensión de la Diagonal ninguna edificación llegó a esa altura. El Gambrinus La escultura de la gamba diseñada por Javier Mariscal se ha convertido en uno de los símbolos del puerto de la ciudad, uno de los recuerdos de Barcelona 92. Lo que hoy es una escultura situada en al final del Paseo de Colón originalmente formaba parte de un edificio. En concreto de un complejo de bares y restaurante que, al acabar los juegos, se vieron obligados a cerrar. Solo tras diversos litigios, la Gamba de Mariscal pasó a ser propiedad del Ayuntamiento de Barcelona, siendo restaurada en 2004. Las paradas “fantasma” Desde que el 31 de diciembre de 1924 se inauguró el Metro de Barcelona, ha sido uno de los principales métodos de transporte de sus habitantes. A lo largo de sus más de 90 años de historia se han realizado multitud de modificaciones, lo que ha dejado sin funcionar algunas estaciones, como Banc y Correus, ambas situadas en Vía Laietana. Banc, situada en frente de Caixa Catalunya -que en los años 40 era sede del Banco de España- fue el centro de muchas leyendas que decían que contaba con una estación secreta a la que llegaban trenes llenos de dinero, algo que nunca se demostró. Otra estación fantasma es Gaudí, situada en la Avenida Gaudí, en las inmediaciones de la Sagrada Familia. En un principio iba a formar parte de las líneas 2 y 5, sin embargo un cambio en el plan de desarrollo urbano hizo que jamás se inaugurara -la única en la historia de Barcelona que nunca ha entrado en uso-. Sus andenes, a oscuras, siguen intactos y pasan inadvertidos para los miles pasajeros que los cruzan cada día. El resto de la estación se ha destinado a otros usos. Por ejemplo, el vestíbulo es sede de una asociación de trabajadores jubilados de TMB. El teatro del Liceo Si hay un edificio legendario en la ciudad condal, en todos los sentidos de la palabra, ese es el Gran Teatro del Liceo, que desde su construcción ha sido el epicentro de la mitología barcelonesa. En 1662 de levantó en el lugar donde hoy está el edificio un convento de la orden de la Orden Trinitaria. Con los años, pasó a ser usado como almacén de armas por el ejército francés y como club social por políticos liberales. En 1835 ardió, y donde había estado el viejo convento se construyó el teatro. Financiado con el dinero de la burguesía de la ciudad, estaba a apenas unos metros del Teatro Principal, con el que pronto empezó una feroz competencia. Comenzaron a circular rumores de que se realizaban clandestinamente bailes de disfraces, algo mal visto en la época. Se decía que eso podría enfurecer a los monjes que descansaban en la cripta. Y en 1861, se volvió a incendiar. Durante la reconstrucción, cuenta la leyenda que se encontró una nota que avisaba: “soy el búho y voy solo. Si lo volvéis a levantar, lo volveré a quemar”. Y tardó, pero en 1994 volvió a arder. Por suerte, desde que en 1999 abrió de nuevo sus puertas no ha habido nuevos incidentes y con todos los nuevos sistemas de seguridad, no parece que la maldición del Liceo vaya a atacar de nuevo. Rambla Catalunya 34, una casa de película Las películas, especialmente de terror, suelen generar muchas leyendas alrededor de los edificios en los que se ruedan. Un buen ejemplo es el edificio Dakota en el que se rodó La semilla del diablo. En Barcelona existe un edificio en el que se han rodado cerca de 50 películas. Situado en Rambla Catalunya ha acogido rodajes como Salvador, aunque ninguna le ha dado tanta fama como Rec, en la que más que un escenario se convirtió casi en un personaje más. Lo más curioso es que la escultura que remata el edificio muestra tres figuras rodeando a una mujer. Un monstruo situado debajo la agarra de forma similar a la escena final de la película… ¿Será el principio de una nueva leyenda vinculada a un edificio? //pagead2.googlesyndication.com/pagead/js/adsbygoogle.js (adsbygoogle = window.adsbygoogle || []).push(); Source link from Blog https://goagencies.com/edificios-de-barcelona-con-historia/ via Go Agencies from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/29/edificios-de-barcelona-con-historia/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160120256138 via IFTTT
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Edificios de Barcelona con historia

Friday, April 28, 2017

https://t.co/4Vkbz0YO8Z Newman identifica las primeras 58 empresas tecnológicas en España https://t.co/4jezQv02CN

https://t.co/4Vkbz0YO8Z Newman identifica las primeras 58 empresas tecnológicas en España https://t.co/4jezQv02CN — Network Coaching (@thenetcoaching) April 28, 2017 from Twitter https://twitter.com/thenetcoaching April 28, 2017 at 11:38PM via IFTTT from Network Coaching http://networkcoaching.tumblr.com/post/160086912004 via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160087115563 via IFTTT
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Aguirre Newman identifica las primeras 58 empresas tecnológicas en España

Aguirre Newman, líder en consultoría inmobiliaria en España, ha identificado las primeras 58 empresas PropTech que transformarán el sector inmobiliario en los próximos años en nuestro país. El primer mapa PropTech en España, elaborado por Aguirre Newman Digital y Finnovating, establece nueve diferentes categorías, desde portales/marketplaces, hasta soluciones tecnológicas peer to peer para el alquiler y la venta, el big data, la domótica y las casa inteligentes, el software inmobiliario, startups dirigidas a la inversión inmobiliaria colectiva, la realidad virtual y la financiación inmobiliaria: – Portales y Marketplaces, plataformas donde diferentes actores del mercado proporcionan información de sus productos y/o servicios, actuando como plataforma para la publicidad y promoción de terceros o, en ocasiones, llegando a procesar las transacciones. Estas plataformas permiten realizar búsquedas online de propiedades para comprar, vender o alquilar y facilitan información agregada del comportamiento del mercado. – Peer to Peer (P2P), plataformas descentralizadas donde las personas interactúan sin necesidad de un intermediario, permitiendo a propietarios alquilar y/o vender sus propiedades directamente, evitando los costes extras de intermediación. – Big Data, que permite comprender y obtener una visión estratégica de grandes volúmenes de información, proporcionando una ventaja competitiva. El Big Data democratiza los datos para el consumidor, permitiendo un conocimiento más exhaustivo y certero del mercado inmobiliario así como de las tendencias, riesgos y decisiones a tomar.. – Domótica, para la gestión de la monitorización y la gestión eficiente de instalaciones, siendo ejemplos cada vez más extendidos los sistemas de monitorización de HAVC (Heating, Aircondicioning, Ventilation and Colling) o la integración de aplicaciones en electrodomésticos inteligentes (tele, seguridad, iluminación, calefacción, etc.). La tendencia a la sensorización a través del llamado “Internet of Things” es cada vez mayor y fomenta la conectividad de los sistemas y la gestión integral de los activos y de estos con otros elementos de las ciudades, dando lugar a las denominadas Smart Cities. – Property Management Software’s, o sistemas computarizados, que facilitan la gestión de propiedades. Este tipo de software permite a los administradores de propiedades controlar los ciclos de alquiler, vacantes y mantenimiento entre otros aspectos de la operativa de los activos. Asimismo, incluyen funcionalidades básicas como la contabilidad de propiedades, el seguimiento de inquilinos y arrendamientos y la previsión de presupuestos. – Plataformas de inversión colectiva o crowdfunding a través de herramientas digitales, que permiten ganar en eficiencia, democratizar el acceso a la inversión inmobiliaria y diversificar la cartera de inversión a partir de cantidades muy bajas. – Realidad virtual, una nueva forma de ver y experimentar la propiedad de forma virtual y realista. Aunque no siempre reemplazará la visita ‘in situ’, permitirá, por ejemplo y entre otras funcionalidades, a un vendedor exponer la propiedad en diferentes canales y a una mayor variedad de clientes alrededor del mundo. – P2P Plataformas de préstamos, que permiten a los clientes que buscan préstamos disponer de una mayor variedad de opciones, de forma transparente y eficiente. Estas plataformas combinan la democratización con la mitigación de riesgos, ya que por un lado proporcionan una sensación de inversión segura al ser apoyada por grandes instituciones y, al mismo tiempo, permiten a cualquier persona invertir en proyectos de cierta dimensión. Primer mapa Proptech en España La apuesta de Aguirre Newman por Proptech Aguirre Newman quiere abanderar la transformación digital del sector e impulsar e implementar iniciativas PropTech que mejoren sus servicios y soluciones a clientes, además de desarrollar un ecosistema que identifique y promueva las mejores soluciones tecnológicas vinculadas con el mercado inmobiliario. Aguirre Newman Digital, área de nueva creación para canalizar esta apuesta, ha lanzado la primera plataforma PropTech del país (www.proptech.es), destinada al sector de las startups con componente tecnológico-inmobiliario. Asimismo, trabaja en el lanzamiento del programa ‘acelerANdo’, con el que seleccionará a una serie de startups- PropTech para apoyar el desarrollo de sus soluciones y valora también la creación de programas de inversión en startups o proyectos de emprendimiento relacionados con PropTech, con apoyo directo o compartido con clientes o inversores. //pagead2.googlesyndication.com/pagead/js/adsbygoogle.js (adsbygoogle = window.adsbygoogle || []).push(); Source link from Blog https://goagencies.com/aguirre-newman-identifica-las-primeras-58-empresas-tecnologicas-en-espana/ via Go Agencies from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/28/aguirre-newman-identifica-las-primeras-58-empresas-tecnologicas-en-espana/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160087009518 via IFTTT
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Aguirre Newman identifica las primeras 58 empresas tecnológicas en España

https://t.co/4Vkbz0YO8Z Newman identifica las primeras 58 empresas tecnológicas en España https://t.co/4jezQv02CN

Pop-Ups, Overlays, Modals, Interstitials, and How They Interact with SEO - Whiteboard Friday

Posted by randfish

Have you thought about what your pop-ups might be doing to your SEO? There are plenty of considerations, from their timing and how they affect your engagement rates, all the way to Google's official guidelines on the matter. In this episode of Whiteboard Friday, Rand goes over all the reasons why you ought to carefully consider how your overlays and modals work and whether the gains are worth the sacrifice.

Click on the whiteboard image above to open a high-resolution version in a new tab!

Video Transcription

Howdy, Moz fans, and welcome to another edition of Whiteboard Friday. This week we're chatting about pop-ups, overlays, modals, interstitials, and all things like them. They have specific kinds of interactions with SEO. In addition to Google having some guidelines around them, they also can change how people interact with your website, and that can adversely or positively affect you accomplishing your goals, SEO and otherwise.

Types

So let's walk through what these elements, these design and UX elements do, how they work, and best practices for how we should be thinking about them and how they might interfere with our SEO efforts.

Pop-ups

So, first up, let's talk specifically about what each element is. A pop-up now, okay, there are a few kinds. There are pop-ups that happen in new windows. New window pop-ups are, basically, new window, no good. Google hates those. They are fundamentally against them. Many browsers will stop them automatically. Chrome does. Firefox does. In fact, users despise these as well. There are still some spammy and sketchy sites out there that use them, but, generally speaking, bad news.

Overlays

When we're talking about a pop-up that happens in the same browser window, essentially it's just a visual element, that's often also referred to as an overlay. So, for the purposes of this Whiteboard Friday, we'll call that an overlay. An overlay is basically like this, where you have the page's content and there's some smaller element, a piece, a box, a window, a visual of some kind that comes up and that essentially says, maybe it says, "Sign up for my email newsletter," and then there's a place to enter your email, or, "Get my book now," and you click that and get the book. Those types of overlays are pretty common on the web, and they do not create quite the same problems that pop-ups do, at least from Google's perspective. However, we'll talk about those later, there are some issues around them, especially with mobile.

Modals

Modals tend to be windows of interaction, tend to be more elements of use. So lightboxes for images is a very popular modal. A modal is something where you are doing work inside that new box rather than in the content that's underneath it. So a sign-in form that overlays, that pops up over the rest of the content, but that doesn't allow you to engage with this content underneath it, that would be considered a modal. Generally, most of the time, these aren't a problem, unless they are something like spam, or advertising, or something that's taking you out of the user experience.

Interstitials

Then finally, interstitials are essentially, and many of these can also be called interstitial experiences, but a classic interstitial is something like what Forbes.com does. When you visit Forbes, an article for the first time, you get this, "Welcome. Our sponsor of the day is Brawndo. Brawndo, it has what plants need." Then you can continue after a certain number of seconds. These really piss people off, myself included. I really hate the interstitial experience. I understand that it's an advertising thing. But, yeah, Google hates them too. Not quite enough to kick Forbes out of their SERPs entirely yet, but, fingers crossed, it will happen sometime soon. They have certainly removed plenty of other folks who have gone with invasive or overly heavy interstitials over the years and made those pretty tough.

What are the factors that matter for SEO?

A) Timing

Well, it turns out timing is a big one. So when the element appears matters. Basically, if the element shows up initially upon page load, they will consider it differently than if it shows up after a few minutes. So, for example, if you have a "Sign Up Now" overlay that pops up the second you visit the page, that's going to be treated differently than something that happens when you're 80% or you've just finished scrolling through an entire blog post. That will get treated very differently. Or it may have no effect actually on how Google treats the SEO, and then it really comes down to how users do.

Then how long does it last as well. So interstitials, especially those advertising interstitials, there are some issues governing that with people like Forbes. There are also some issues around an overlay that can't be closed and how long a window can pop up, especially if it shows advertising and those types of things. Generally speaking, obviously, shorter is better, but you can get into trouble even with very short ones.

B) Interaction

Can that element easily be closed, and does it interfere with the content or readability? So Google's new mobile guidelines, I think as of just a few months ago, now state that if an overlay or a modal or something interferes with a visitor's ability to read the actual content on the page, Google may penalize those or remove their mobile-friendly tags and remove any mobile-friendly benefit. That's obviously quite concerning for SEO.

C) Content

So there's an exception or an exclusion to a lot of Google's rules around this, which is if you have an element that is essentially asking for the user's age, or asking for some form of legal consent, or giving a warning about cookies, which is very popular in the EU, of course, and the UK because of the legal requirements around saying, "Hey, this website uses cookies," and you have to agree to it, those kinds of things, that actually gets around Google's issues. So Google will not give you a hard time if you have an overlay interstitial or modal that says, "Are you of legal drinking age in your country? Enter your birth date to continue." They will not necessarily penalize those types of things.

Advertising, on the other hand, advertising could get you into more trouble, as we have discussed. If it's a call to action for the website itself, again, that could go either way. If it's part of the user experience, generally you are just fine there. Meaning something like a modal where you get to a website and then you say, "Hey, I want to leave a comment," and so there's a modal that makes you log in, that type of a modal. Or you click on an image and it shows you a larger version of that image in a modal, again, no problem. That's part of the user experience.

D) Conditions

Conditions matter as well. So if it is triggered from SERP visits versus not, meaning that if you have an exclusionary protocol in your interstitial, your overlay, your modal that says, "Hey, if someone's visiting from Google, don't show this to them," or "If someone's visiting from Bing, someone's visiting from DuckDuckGo, don't show this to them," that can change how the search engines perceive it as well.

It's also the case that this can change if you only show to cookied or logged in or logged out types of users. Now, logged out types of users means that everyone from a search engine could or will get it. But for logged in users, for example, you can imagine that if you visit a page on a social media site and there's a modal that includes or an overlay that includes some notification around activity that you've already been performing on the site, now that becomes more a part of the user experience. That's not necessarily going to harm you.

Where it can hurt is the other way around, where you get visitors from search engines, they are logged out, and you require them to log in before seeing the content. Quora had a big issue with this for a long time, and they seem to have mostly resolved that through a variety of measures, and they're fairly sophisticated about it. But you can see that Facebook still struggles with this, because a lot of their content, they demand that you log in before you can ever view or access it. That does keep some of their results out of Google, or certainly ranking lower.

E) Engagement impact

I think this is what Google's ultimately trying to measure and what they're trying to essentially say, "Hey, this is why we have these issues around this," which is if you are hurting the click-through rate or you're hurting pogo-sticking, meaning that more people are clicking onto your website from Google and then immediately clicking the Back button when one of these things appears, that is a sign to Google that you have provided a poor user experience, that people are not willing to jump through whatever hoop you've created for them to get access your content, and that suggests they don't want to get there. So this is sort of the ultimate thing that you should be measuring. Some of these can still hurt you even if these are okay, but this is the big one.

Best practices

So some best practices around using all these types of elements on your website. I would strongly urge you to avoid elements that are significantly harming UX. If you're willing to take a small sacrifice in user experience in exchange for a great deal of value because you capture people's email addresses or you get more engagement of other different kinds, okay. But this would be something I'd watch.

There are three or four metrics that I'd urge you to check out to compare whether this is doing the right thing. Those are:

Bounce rate
Browse rate
Return visitor rates, meaning the percentage of people who come back to your site again and again, and
Time on site after the element appears

So those four will help tell you whether you are truly interfering badly with user experience.

On mobile, ensure that your crucial content is not covered up, that the reading experience, the browsing experience isn't covered up by one of these elements. Please, whatever you do, make those elements easy and obvious to dismiss. This is part of Google's guidelines around it, but it's also a best practice, and it will certainly help your user experience metrics.

Only choose to keep one of these elements if you are finding that the sacrifice... and there's almost always a sacrifice cost, like you will hurt bounce rate or browse rate or return visitor rate or time on site. You will hurt it. The question is, is it a slight enough hurt in exchange for enough gain, and that's that trade-off that you need to decide whether it's worth it. I think if you are hurting visitor interaction by a few seconds on average per visit, but you are getting 5% of your visitors to give you an email address, that's probably worth it. If it's more like 30 seconds and 1%, maybe not as good.

Consider removing the elements from triggering if the visit comes from search engines. So if you're finding that this works fine and great, but you're having issues around search guidelines, you could consider potentially just removing the element from any visit that comes directly from a search engine and instead placing that in the content itself or letting it happen on a second page load, assuming that your browse rate is decently high. That's a fine way to go as well.

If you are trying to get the most effective value out of these types of elements, it tends to be the case that the less common and less well used the visual element is, the more interaction and engagement it's going to get. But the other side of that coin is that it can create a more frustrating experience. So if people are not familiar with the overlay or modal or interstitial visual layout design that you've chosen, they may engage more with it. They might not dismiss it out of hand, because they're not used to it yet, but they can also get more frustrated by it. So, again, return to looking at those metrics.

With that in mind, hopefully you will effectively, and not too harmfully to your SEO, be able to use these pop-ups, overlays, interstitials, modals, and all other forms of elements that interfere with user experience.

And we'll see you again next week for another edition of Whiteboard Friday. Take care.

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Thursday, April 27, 2017

https://t.co/3pLcWGwCaf 58 empresas tecnológicas inmobiliarias fundamentales https://t.co/yPuQMGiaCH

https://t.co/3pLcWGwCaf 58 empresas tecnológicas inmobiliarias fundamentales https://t.co/yPuQMGiaCH — Network Coaching (@thenetcoaching) April 27, 2017 from Twitter https://twitter.com/thenetcoaching April 27, 2017 at 11:36PM via IFTTT from Network Coaching http://networkcoaching.tumblr.com/post/160051589249 via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160051785028 via IFTTT
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https://t.co/3pLcWGwCaf 58 empresas tecnológicas inmobiliarias fundamentales https://t.co/yPuQMGiaCH

https://t.co/3pLcWGwCaf 58 empresas tecnológicas inmobiliarias fundamentales https://t.co/yPuQMGiaCH — Network Coaching (@thenetcoaching) April 27, 2017 //platform.twitter.com/widgets.js from Twitter https://twitter.com/thenetcoaching April 27, 2017 at 11:36PM via IFTTT from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/27/httpst-co3plcwgwcaf-58-empresas-tecnologicas-inmobiliarias-fundamentales-httpst-coypuqmgiach/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160051558758 via IFTTT
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Las 58 empresas tecnológicas inmobiliarias fundamentales

Los portales de anuncios, empresas de realidad virtual y domótica, el crowdfunding inmobiliario y las de big data serán fundamentales en el desarrollo del mercado inmobiliario español en los próximos años La consultora Aguirre Newman ha publicado un informe en el que identifica las 58 empresas tecnológicas que cambiarán el sector inmobiliario en los próximos años en España, incluyendo entre ellas a yaencontre. Se trata de un mapa del sector basándose en conceptos proptech. Este es un nuevo concepto de negocio que parte de una idea simple: si tenemos un activo inmobiliario se tienen que aprovechar todas las posibilidades tecnológicas para explotarlo, sin limitarnos al mismo formato de hace veinte años. Empresas tecnológicas inmobiliarias del futuro: portales, domótica y big data De todas las categorías incluidas en el informe, portales y marketplaces -en la que se encuentra yaencontre- es la más destacada. Cada día, millones de personas encuentran en ellos su nuevo hogar, oficina o local. La enorme cantidad de anuncios que se publican y la facilidad que ofrecen para filtrarlos hace más fácil que nunca la búsqueda. Otras compañías que tendrán un lugar especial en el futuro del mercado inmobiliario son las peer to peer, que permiten vender y comprar sin intermediarios -o incluso obtener préstamos-. Las de big data, que permiten analizar grandes cantidades de información para tener una visión estratégica más acertada, el crowdfunding inmobiliario o empresas de realidad virtual y de domótica -tecnología para el hogar- también son destacadas por el informe. La misión de yaencontre: ayudar al usuario yaencontre es una compañía digital, nacida en plena revolución digital con la misión de facilitar a sus usuarios la tarea de encontrar el hogar de sus sueños. Internet es una herramienta ideal para ello, especialmente tras la revolución de los smartphones, ya que pone al alcance de todos y en cualquier momento toda la oferta disponible en la zona que desea. Con este objetivo, nos esforzamos en el permanente desarrollo de nuestro portal y de nuestra aplicación para smartphones, buscando siempre llevar nuestros productos un paso más allá. La semana que viene estaremos presentes en el Inmotecnia -el primer evento celebrado en España dedicado a las nuevas tecnologías en el sector inmobiliario- presentaremos nuestras novedades que mejoran la experiencia de los usuario usuario y facilitan el tratamiento de información big data. //pagead2.googlesyndication.com/pagead/js/adsbygoogle.js (adsbygoogle = window.adsbygoogle || []).push(); Source link from Blog https://goagencies.com/las-58-empresas-tecnologicas-inmobiliarias-fundamentales/ via Go Agencies from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/27/las-58-empresas-tecnologicas-inmobiliarias-fundamentales/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160051558578 via IFTTT
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Las 58 empresas tecnológicas inmobiliarias fundamentales

Wednesday, April 26, 2017

Rank Checker Update

Recently rank checker started hanging on some search queries & the button on the SEO Toolbar which launched rank checker stopped working. Both of these issues should now be fixed if you update your Firefox extensions. If ever the toolbar button doesn’t work one can enable the Menu bar in Firefox, then go under the tools menu to the rank checker section to open it. Years ago we created a new logo for rank checker which we finally got around to changing it today. :) Categories: seo tools from SEO Book http://www.seobook.com/rank-checker-update via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160023988718 via IFTTT
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https://t.co/D6KMtGIoDx entrega al Gobierno las conclusiones del Proyecto Europeo BUILD UPON https://t.co/fPDvOe4IcJ

https://t.co/D6KMtGIoDx entrega al Gobierno las conclusiones del Proyecto Europeo BUILD UPON https://t.co/fPDvOe4IcJ — Network Coaching (@thenetcoaching) April 26, 2017 //platform.twitter.com/widgets.js from Twitter https://twitter.com/thenetcoaching April 26, 2017 at 11:31PM via IFTTT from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/26/httpst-cod6kmtgiodx-entrega-al-gobierno-las-conclusiones-del-proyecto-europeo-build-upon-httpst-cofpdvoe4icj/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160015548288 via IFTTT
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Rank Checker Update

https://t.co/D6KMtGIoDx entrega al Gobierno las conclusiones del Proyecto Europeo BUILD UPON https://t.co/fPDvOe4IcJ

https://t.co/D6KMtGIoDx entrega al Gobierno las conclusiones del Proyecto Europeo BUILD UPON https://t.co/fPDvOe4IcJ — Network Coaching (@thenetcoaching) April 26, 2017 from Twitter https://twitter.com/thenetcoaching April 26, 2017 at 11:31PM via IFTTT from Network Coaching http://networkcoaching.tumblr.com/post/160015310409 via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160015509028 via IFTTT
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CBCe entrega al Gobierno las conclusiones del Proyecto Europeo BUILD UPON

Green Building Council España (GBCe) ha entregado al Gobierno español las conclusiones del Proyecto Europeo BUILD UPON, que finalizó el pasado mes de febrero. Este proyecto, una Acción de Coordinación y Apoyo, financiado con fondos del Programa Horizon 2020 de la Unión Europea, ha estado encaminado a apoyar a los gobiernos en la actualización y la implementación de las estrategias nacionales de rehabilitación de edificios, que les ayuden a cumplir la legislación de la UE al respecto. El informe entregado a la Dirección General de Vivienda del Ministerio de Fomento, incluye doce “recomandamientos” que recogen las constataciones, recomendaciones y líneas de acción recogidas y elaboradas por BUILD UPON a lo largo de los dos últimos años y junto a una amplia representación de actores principales del sector de la edificación. Estos “Recomandamientos” abarcan diferentes ámbitos de actuación en los que el Gobierno debe intervenir para implementar su Estrategia Nacional de Rehabilitación que debe entregar a la Unión Europea antes de que acabe el mes de abril. Posicionamiento político, estructura institucional, marco estratégico y legal, procesos administrativos, capacitación, servicios profesionales, oferta empresarial, nueva economía, pobreza energética, comunicación, cultura y activación ciudadana, son los ámbitos de trabajo identificados porBUILD UPON y sobre los que los responsables de Fomento deberán trabajar intensamente para conseguir una estrategia que impulse el sector de la rehabilitación energética de viviendas en España. Para Emilio Miguel Mitre, responsable de Relaciones Internacionales y coordinador en Europa de este proyecto, desarrollado junto a otros 12 GBCs europeos que también han desarrollado este proceso en sus respectivas naciones, “se han cumplido los objetivos por los que nació este proyecto. En España, por encima de los 12 “Recomandamientos”, hemos definido tres valores totalmente transversales. Uno de ellos es que el ciudadano tiene que estar en el centro de todo lo que se haga, el segundo es que todo el proceso debe ser inspirador de confianza, algo que no siempre sucede y, el último, es que realmente la rehabilitación debe ser considerada importante. Debería ser importante para todos y no lo es, para el Gobierno, para la industria y para el ciudadano.” Precisamente la activación de la ciudadanía es fundamental para el despegue del sector en nuestro país. El documento de trabajo entregado al Gobierno reconoce que el gran desarrollo final de la rehabilitación tendrá lugar cuando el ciudadano trascienda el papel pasivo como receptor y usuario de un producto, y adopte un papel activo como prosumidor energético por la vía de la rehabilitación. Para ello debe implantarse la escucha activa, y la búsqueda de la implicación y activación del ciudadano, apoyando este desarrollo en los aspectos técnicos y relacionales. Por su parte, el Ministerio de Fomento ha recogido con satisfacción los resultados de BUILD UPON. En una carta entregada a GBCe reconoce que esta iniciativa colaborativa desde la sociedad civil les parece un paso positivo más en el acercamiento necesario a la ciudadanía desde el sector de la rehabilitación y la Administración. Según Fomento, “Los Doce “Recomandamientos” llegan en un momento muy oportuno de cara a la redacción de la Estrategia Nacional Española de Rehabilitación. Se trata de un trabajo que consideramos muy valioso, y muchos aspectos de su contenido sin duda se reflejarán en la misma”. Otro de los aspectos valorados por Fomento ha sido la creación de una comunidad cohesionada en torno a la rehabilitación, que facilitará notablemente la puesta en práctica de la Estrategia Española de Rehabilitación. A lo largo de los dos últimos años, se han desarrollado diferentes trabajos como el mapeo de actores, iniciativas con la “RenoWiki” y se han celebrado ocho talleres de trabajo en distintos puntos de España, con más de 400 agentes del sector. El proyecto BUILD UPON no termina con la entrega de los doce “Recomandamientos” y las propuestas de acción. La intención de GBCe es seguir buscando apoyos para poder comunicar estas conclusiones y trabajar con los ciudadanos, “Nuestras conclusiones más básicas en términos operativos son que hay que trabajar mucho con el ciudadano y que hay que comunicar todo esto, que se entienda, que se pierda el miedo, que se adquiera confianza. También pensamos que hay una parte de la ciudadanía que estaría deseosa de empoderarse en este ámbito energético tan importante que es la propia vivienda, cercana pero muy desconocida. Nuestro trabajo ahora pasa por trabajar por las personas, tanto por la vía de la comunicación, como por tratar de facilitar el trabajo de las que están convencidas y que esto se convierta en una cadena de difusión y concienciación.”, ha manifestado Emilio Miguel Mitre. //pagead2.googlesyndication.com/pagead/js/adsbygoogle.js (adsbygoogle = window.adsbygoogle || []).push(); Source link from Blog https://goagencies.com/cbce-entrega-al-gobierno-las-conclusiones-del-proyecto-europeo-build-upon/ via Go Agencies from Network Coaching https://thenetworkcoaching.wordpress.com/2017/04/26/cbce-entrega-al-gobierno-las-conclusiones-del-proyecto-europeo-build-upon/ via IFTTT from Local SEO Guru http://localseoguru.tumblr.com/post/160015290403 via IFTTT
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There's No Such Thing as a Site Migration

Posted by jonoalderson

Websites, like the businesses who operate them, are often deceptively complicated machines.

They’re fragile systems, and changing or replacing any one of the parts can easily affect (or even break) the whole setup — often in ways not immediately obvious to stakeholders or developers.

Even seemingly simple sites are often powered by complex technology, like content management systems, databases, and templating engines. There’s much more going on behind the scenes — technically and organizationally — than you can easily observe by crawling a site or viewing the source code.

When you change a website and remove or add elements, it’s not uncommon to introduce new errors, flaws, or faults.

That’s why I get extremely nervous whenever I hear a client or business announce that they’re intending to undergo a "site migration."

Chances are, and experience suggests, that something’s going to go wrong.

Ouch. #ecomchat #seo pic.twitter.com/flgncLVJBT
— Mark Cook (@thetafferboy) February 26, 2017

Migrations vary wildly in scope

As an SEO consultant and practitioner, I've been involved in more "site migrations" than I can remember or count — for charities, startups, international e-commerce sites, and even global household brands. Every one has been uniquely challenging and stressful.

In each case, the businesses involved have underestimated (and in some cases, increased) the complexity, the risk, and the details involved in successfully executing their "migration."

As a result, many of these projects negatively impacted performance and potential in ways that could have been easily avoided.

This isn’t a case of the scope of the "migration" being too big, but rather, a misalignment of understanding, objectives, methods, and priorities, resulting in stakeholders working on entirely different scopes.

The migrations I’ve experienced have varied from simple domain transfers to complete overhauls of server infrastructure, content management frameworks, templates, and pages — sometimes even scaling up to include the consolidation (or fragmentation) of multiple websites and brands.

In the minds of each organization, however, these have all been "migration" projects despite their significantly varying (and poorly defined) scopes. In each case, the definition and understanding of the word "migration" has varied wildly.

We suck at definitions

As an industry, we’re used to struggling with labels. We’re still not sure if we’re SEOs, inbound marketers, digital marketers, or just… marketers. The problem is that, when we speak to each other (and those outside of our industry), these words can carry different meaning and expectations.

Even amongst ourselves, a conversation between two digital marketers, analysts, or SEOs about their fields of expertise is likely to reveal that they have surprisingly different definitions of their roles, responsibilities, and remits. To them, words like "content" or "platform" might mean different things.

In the same way, "site migrations" vary wildly, in form, function, and execution — and when we discuss them, we’re not necessarily talking about the same thing. If we don’t clarify our meanings and have shared definitions, we risk misunderstandings, errors, or even offense.

Ambiguity creates risk

Poorly managed migrations can have a number of consequences beyond just drops in rankings, traffic, and performance. There are secondary impacts, too. They can also inadvertently:

Provide a poor user experience (e.g., old URLs now 404, or error states are confusing to users, or a user reaches a page different from what they expected).
Break or omit tracking and/or analytics implementations, resulting in loss of business intelligence.
Limit the size, shape, or scalability of a site, resulting in static, stagnant, or inflexible templates and content (e.g., omitting the ability to add or edit pages, content, and/or sections in a CMS), and a site which struggles to compete as a result.
Miss opportunities to benefit from what SEOs do best: blending an understanding of consumer demand and behavior, the market and competitors, and the brand in question to create more effective strategies, functionality and content.
Create conflict between stakeholders, when we need to "hustle" at the last minute to retrofit our requirements into an already complex project (“I know it’s about to go live, but PLEASE can we add analytics conversion tracking?”) — often at the cost of our reputation.
Waste future resource, where mistakes require that future resource is spent recouping equity resulting from faults or omissions in the process, rather than building on and enhancing performance.

I should point out that there’s nothing wrong with hustle in this case; that, in fact, begging, borrowing, and stealing can often be a viable solution in these kinds of scenarios. There’s been more than one occasion when, late at night before a site migration, I’ve averted disaster by literally begging developers to include template review processes, to implement redirects, or to stall deployments.

But this isn’t a sensible or sustainable or reliable way of working.

Mistakes will inevitably be made. Resources, favors, and patience are finite. Too much reliance on "hustle" from individuals (or multiple individuals) may in fact further widen the gap in understanding and scope, and positions the hustler as a single point of failure.

More importantly, hustle may only fix the symptoms, not the cause of these issues. That means that we remain stuck in a role as the disruptive outsiders who constantly squeeze in extra unscoped requirements at the eleventh hour.

Where things go wrong

If we’re to begin to address some of these challenges, we need to understand when, where, and why migration projects go wrong.

The root cause of all less-than-perfect migrations can be traced to at least one of the following scenarios:

The migration project occurs without consultation.
Consultation is sought too late in the process, and/or after the migration.
There is insufficient planned resource/time/budget to add requirements (or processes)/make recommended changes to the brief.
The scope is changed mid-project, without consultation, or in a way which de-prioritizes requirements.
Requirements and/or recommended changes are axed at the eleventh hour (due to resource/time/budget limitations, or educational/political conflicts).

There’s a common theme in each of these cases. We’re not involved early enough in the process, or our opinions and priorities don’t carry sufficient weight to impact timelines and resources.

Chances are, these mistakes are rarely the product of spite or of intentional omission; rather, they’re born of gaps in the education and experience of the stakeholders and decision-makers involved.

We can address this, to a degree, by elevating ourselves to senior stakeholders in these kinds of projects, and by being consulted much earlier in the timeline.

Let’s be more specific

I think that it’s our responsibility to help the organizations we work for to avoid these mistakes. One of the easiest opportunities to do that is to make sure that we’re talking about the same thing, as early in the process as possible.

Otherwise, migrations will continue to go wrong, and we will continue to spend far too much of our collective time fixing broken links, recommending changes or improvements to templates, and holding together bruised-and-broken websites — all at the expense of doing meaningful, impactful work.

Perhaps we can begin to answer to some of these challenges by creating better definitions and helping to clarify exactly what’s involved in a "site migration" process.

Unfortunately, I suspect that we’re stuck with the word "migration," at least for now. It’s a term which is already widely used, which people think is a correct and appropriate definition. It’s unrealistic to try to change everybody else’s language when we’re already too late to the conversation.

Our next best opportunity to reduce ambiguity and risk is to codify the types of migration. This gives us a chance to prompt further exploration and better definitions.

For example, if we can say “This sounds like it’s actually a domain migration paired with a template migration,” we can steer the conversation a little and rely on a much better shared frame of reference.

If we can raise a challenge that, e.g., the "translation project" a different part of the business is working on is actually a whole bunch of interwoven migration types, then we can raise our concerns earlier and pursue more appropriate resource, budget, and authority (e.g., “This project actually consists of a series of migrations involving templates, content, and domains. Therefore, it’s imperative that we also consider X and Y as part of the project scope.”).

By persisting in labelling this way, stakeholders may gradually come to understand that, e.g., changing the design typically also involves changing the templates, and so the SEO folks should really be involved earlier in the process. By challenging the language, we can challenge the thinking.

Let’s codify migration types

I’ve identified at least seven distinct types of migration. Next time you encounter a "migration" project, you can investigate the proposed changes, map them back to these types, and flag any gaps in understanding, expectations, and resource.

You could argue that some of these aren’t strictly "migrations" in a technical sense (i.e., changing something isn’t the same as moving it), but grouping them this way is intentional.

Remember, our goal here isn’t to neatly categorize all of the requirements for any possible type of migration. There are plenty of resources, guides, and lists which already try do that.

Instead, we’re trying to provide neat, universal labels which help us (the SEO folks) and them (the business stakeholders) to have shared definitions and to remove unknown unknowns.

They’re a set of shared definitions which we can use to trigger early warning signals, and to help us better manage stakeholder expectations.

Feel free to suggest your own, to grow, shrink, combine, or bin any of these to fit your own experience and requirements!

1. Hosting migrations

A broad bundling of infrastructure, hardware, and server considerations (while these are each broad categories in their own right, it makes sense to bundle them together in this context).

If your migration project contains any of the following changes, you’re talking about a hosting migration, and you’ll need to explore the SEO implications (and development resource requirements) to make sure that changes to the underlying platform don’t impact front-end performance or visibility.

You’re changing hosting provider.
You’re changing, adding, or removing server locations.
You’re altering the specifications of your physical (or virtual) servers (e.g., RAM, CPU, storage, hardware types, etc).
You’re changing your server technology stack (e.g., moving from Apache to Nginx).*
You’re implementing or removing load balancing, mirroring, or extra server environments.
You’re implementing or altering caching systems (database, static page caches, varnish, object, memcached, etc).
You’re altering the physical or server security protocols and features.**
You’re changing, adding or removing CDNs.***

*Might overlap into a software migration if the changes affect the configuration or behavior of any front-end components (e.g., the CMS).

**Might overlap into other migrations, depending on how this manifests (e.g., template, software, domain).

***Might overlap into a domain migration if the CDN is presented as/on a distinct hostname (e.g., AWS), rather than invisibly (e.g., Cloudflare).

2. Software migrations

Unless your website is comprised of purely static HTML files, chances are that it’s running some kind of software to serve the right pages, behaviors, and content to users.

If your migration project contains any of the following changes, you’re talking about a software migration, and you’ll need to understand (and input into) how things like managing error codes, site functionality, and back-end behavior work.

You’re changing CMS.
You’re adding or removing plugins/modules/add-ons in your CMS.
You’re upgrading or downgrading the CMS, or plugins/modules/addons (by a significant degree/major release) .
You’re changing the language used to render the website (e.g., adopting Angular2 or NodeJS).
You’re developing new functionality on the website (forms, processes, widgets, tools).
You’re merging platforms; e.g., a blog which operated on a separate domain and system is being integrated into a single CMS.*

*Might overlap into a domain migration if you’re absorbing software which was previously located/accessed on a different domain.

3. Domain migrations

Domain migrations can be pleasantly straightforward if executed in isolation, but this is rarely the case. Changes to domains are often paired with (or the result of) other structural and functional changes.

If your migration project alters the URL(s) by which users are able to reach your website, contains any of the following changes, then you’re talking about a domain migration, and you need to consider how redirects, protocols (e.g., HTTP/S), hostnames (e.g., www/non-www), and branding are impacted.

You’re changing the main domain of your website.
You’re buying/adding new domains to your ecosystem.
You’re adding or removing subdomains (e.g., removing domain sharding following a migration to HTTP2).
You’re moving a website, or part of a website, between domains (e.g., moving a blog on a subdomain into a subfolder, or vice-versa).
You’re intentionally allowing an active domain to expire.
You’re purchasing an expired/dropped domain.

4. Template migrations

Chances are that your website uses a number of HTML templates, which control the structure, layout, and peripheral content of your pages. The logic which controls how your content looks, feels, and behaves (as well as the behavior of hidden/meta elements like descriptions or canonical URLs) tends to live here.

If your migration project alters elements like your internal navigation (e.g., the header or footer), elements in your <head>, or otherwise changes the page structure around your content in the ways I’ve outlined, then you’re talking about a template migration. You’ll need to consider how users and search engines perceive and engage with your pages, how context, relevance, and authority flow through internal linking structures, and how well-structured your HTML (and JS/CSS) code is.

You’re making changes to internal navigation.
You’re changing the layout and structure of important pages/templates (e.g., homepage, product pages).
You’re adding or removing template components (e.g., sidebars, interstitials).
You’re changing elements in your <head> code, like title, canonical, or hreflang tags.
You’re adding or removing specific templates (e.g., a template which shows all the blog posts by a specific author).
You’re changing the URL pattern used by one or more templates.
You’re making changes to how device-specific rendering works*

*Might involve domain, software, and/or hosting migrations, depending on implementation mechanics.

5. Content migrations

Your content is everything which attracts, engages with, and convinces users that you’re the best brand to answer their questions and meet their needs. That includes the words you use to describe your products and services, the things you talk about on your blog, and every image and video you produce or use.

If your migration project significantly changes the tone (including language, demographic targeting, etc), format, or quantity/quality of your content in the ways I’ve outlined, then you’re talking about a content migration. You’ll need to consider the needs of your market and audience, and how the words and media on your website answer to that — and how well it does so in comparison with your competitors.

You significantly increase or reduce the number of pages on your website.
You significantly change the tone, targeting, or focus of your content.
You begin to produce content on/about a new topic.
You translate and/or internationalize your content.*
You change the categorization, tagging, or other classification system on your blog or product content.**
You use tools like canonical tags, meta robots indexation directives, or robots.txt files to control how search engines (and other bots) access and attribute value to a content piece (individually or at scale).

*Might involve domain, software and/or hosting, and template migrations, depending on implementation mechanics.

**May overlap into a template migration if the layout and/or URL structure changes as a result.

6. Design migrations

The look and feel of your website doesn’t necessarily directly impact your performance (though user signals like engagement and trust certainly do). However, simple changes to design components can often have unintended knock-on effects and consequences.

If your migration project contains any of the following changes, you’re talking about a design migration, and you’ll need to clarify whether changes are purely cosmetic or whether they go deeper and impact other areas.

You’re changing the look and feel of key pages (like your homepage).*
You’re adding or removing interaction layers, e.g. conditionally hiding content based on device or state.*
You’re making design/creative changes which change the HTML (as opposed to just images or CSS files) of specific elements.*
You’re changing key messaging, like logos and brand slogans.
You’re altering the look and feel to react to changing strategies or monetization models (e.g., introducing space for ads in a sidebar, or removing ads in favor of using interstitial popups/states).
You’re changing images and media.**

*All template migrations.

**Don’t forget to 301 redirect these, unless you’re replacing like-for-like filenames (which isn’t always best practice if you wish to invalidate local or remote caches).

7. Strategy migrations

A change in organizational or marketing strategy might not directly impact the website, but a widening gap between a brand’s audience, objectives, and platform can have a significant impact on performance.

If your market or audience (or your understanding of it) changes significantly, or if your mission, your reputation, or the way in which you describe your products/services/purpose changes, then you’re talking about a strategy migration. You’ll need to consider how you structure your website, how you target your audiences, how you write content, and how you campaign (all of which might trigger a set of new migration projects!).

You change the company mission statement.
You change the website’s key objectives, goals, or metrics.
You enter a new marketplace (or leave one).
Your channel focus (and/or your audience’s) changes significantly.
A competitor disrupts the market and/or takes a significant amount of your market share.
Responsibility for the website/its performance/SEO/digital changes.
You appoint a new agency or team responsible for the website’s performance.
Senior/C-level stakeholders leave or join.
Changes in legal frameworks (e.g. privacy compliance or new/changing content restrictions in prescriptive sectors) constrain your publishing/content capabilities.

Let’s get in earlier

Armed with better definitions, we can begin to force a more considered conversation around what a "migration" project actually involves. We can use a shared language and ensure that stakeholders understand the risks and opportunities of the changes they intend to make.

Unfortunately, however, we don’t always hear about proposed changes until they’ve already been decided and signed off.

People don’t know that they need to tell us that they’re changing domain, templates, hosting, etc. So it’s often too late when — or if — we finally get involved. Decisions have already been made before they trickle down into our awareness.

That’s still a problem.

By the time you’re aware of a project, it’s usually too late to impact it.

While our new-and-improved definitions are a great starting place to catch risks as you encounter them, avoiding those risks altogether requires us to develop a much better understanding of how, where, and when migrations are planned, managed, and start to go wrong.

Let’s identify trigger points

I’ve identified four common scenarios which lead to organizations deciding to undergo a migration project.

If you can keep your ears to the ground and spot these types of events unfolding, you have an opportunity to give yourself permission to insert yourself into the conversation, and to interrogate to find out exactly which types of migrations might be looming.

It’s worth finding ways to get added to deployment lists and notifications, internal project management tools, and other systems so that you can look for early warning signs (without creating unnecessary overhead and comms processes).

1. Mergers, acquisitions, and closures

When brands are bought, sold, or merged, this almost universally triggers changes to their websites. These requirements are often dictated from on-high, and there’s limited (or no) opportunity to impact the brief.

Migration strategies in these situations are rarely comfortable, and almost always defensive by nature (focusing on minimizing impact/cost rather than capitalizing upon opportunity).

Typically, these kinds of scenarios manifest in a small number of ways:

The "parent" brand absorbs the website of the purchased brand into their own website; either by "bolting it on" to their existing architecture, moving it to a subdomain/folder, or by distributing salvageable content throughout their existing site and killing the old one (often triggering most, if not every type of migration).
The purchased brand website remains where it is, but undergoes a design migration and possibly template migrations to align it with the parent brand.
A brand website is retired and redirected (a domain migration).

2. Rebrands

All sorts of pressures and opportunities lead to rebranding activity. Pressures to remain relevant, to reposition within marketplaces, or change how the brand represents itself can trigger migration requirements — though these activities are often led by brand and creative teams who don’t necessarily understand the implications.

Often, the outcome of branding processes and initiatives creates new a or alternate understanding of markets and consumers, and/or creates new guidelines/collateral/creative which must be reflected on the website(s). Typically, this can result in:

Changes to core/target audiences, and the content or language/phrasing used to communicate with them (strategy and content migrations -—more if this involves, for example, opening up to international audiences).
New collateral, replacing or adding to existing media, content, and messaging (content and design migrations).
Changes to website structure and domain names (template and domain migrations) to align to new branding requirements.

3. C-level vision

It’s not uncommon for senior stakeholders to decide that the strategy to save a struggling business, to grow into new markets, or to make their mark on an organization is to launch a brand-new, shiny website.

These kinds of decisions often involve a scorched-earth approach, tearing down the work of their predecessors or of previously under-performing strategies. And the more senior the decision-maker, the less likely they’ll understand the implications of their decisions.

In these kinds of scenarios, your best opportunity to avert disaster is to watch for warning signs and to make yourself heard before it’s too late. In particular, you can watch out for:

Senior stakeholders with marketing, IT, or C-level responsibilities joining, leaving, or being replaced (in particular if in relation to poor performance).
Boards of directors, investors, or similar pressuring web/digital teams for unrealistic performance goals (based on current performance/constraints).
Gradual reduction in budget and resource for day-to-day management and improvements to the website (as a likely prelude to a big strategy migration).
New agencies being brought on board to optimize website performance, who’re hindered by the current framework/constraints.
The adoption of new martech and marketing automation software.*

*Integrations of solutions like SalesForce, Marketo, and similar sometimes rely on utilizing proxied subdomains, embedded forms/content, and other mechanics which will need careful consideration as part of a template migration.

4. Technical or financial necessity

The current website is in such a poor, restrictive, or cost-ineffective condition that it makes it impossible to adopt new-and-required improvements (such as compliance with new standards, an integration of new martech stacks, changes following a brand purchase/merger, etc).

Generally, like the kinds of C-level “new website” initiatives I’ve outlined above, these result in scorched earth solutions.

Particularly frustrating, these are the kinds of migration projects which you yourself may well argue and fight for, for years on end, only to then find that they’ve been scoped (and maybe even begun or completed) without your input or awareness.

Here are some danger signs to watch out for which might mean that your migration project is imminent (or, at least, definitely required):

Licensing costs for parts or the whole platform become cost-prohibitive (e.g., enterprise CMS platforms, user seats, developer training, etc).
The software or hardware skill set required to maintain the site becomes rarer or more expensive (e.g., outdated technologies).
Minor-but-urgent technical changes take more than six months to implement.
New technical implementations/integrations are agreed upon in principle, budgeted for, but not implemented.
The technical backlog of tasks grows faster than it shrinks as it fills with breakages and fixes rather than new features, initiatives, and improvements.
The website ecosystem doesn’t support the organization’s ways of working (e.g., the organization adopts agile methodologies, but the website only supports waterfall-style codebase releases).
Key technology which underpins the site is being deprecated, and there’s no easy upgrade path.*

*Will likely trigger hosting or software migrations.

Let’s not count on this

While this kind of labelling undoubtedly goes some way to helping us spot and better manage migrations, it’s far from a perfect or complete system.

In fact, I suspect it may be far too ambitious, and unrealistic in its aspiration. Accessing conversations early enough — and being listened to and empowered in those conversations — relies on the goodwill and openness of companies who aren’t always completely bought into or enamored with SEO.

This will only work in an organization which is open to this kind of thinking and internal challenging — and chances are, they’re not the kinds of organizations who are routinely breaking their websites. The very people who need our help and this kind of system are fundamentally unsuited to receive it.

I suspect, then, it might be impossible in many cases to make the kinds of changes required to shift behaviors and catch these problems earlier. In most organizations, at least.

Avoiding disasters resulting from ambiguous migration projects relies heavily on broad education. Everything else aside, people tend to change companies faster than you can build deep enough tribal knowledge.

That doesn’t mean that the structure isn’t still valuable, however. The types of changes and triggers I’ve outlined can still be used as alarm bells and direction for your own use.

Let’s get real

If you can’t effectively educate stakeholders on the complexities and impact of them making changes to their website, there are more "lightweight" solutions.

At the very least, you can turn these kinds of items (and expand with your own, and in more detail) into simple lists which can be printed off, laminated, and stuck to a wall. At the very least, perhaps you'll remind somebody to pick up the phone to the SEO team when they recognize an issue.

In a more pragmatic world, stakeholders don’t necessarily have to understand the nuance or the detail if they at least understand that they’re meant to ask for help when they’re changing domain, for example, or adding new templates to their website.

Whilst this doesn’t solve the underlying problems, it does provide a mechanism through which the damage can be systematically avoided or limited. You can identify problems earlier and be part of the conversation.

If it’s still too late and things do go wrong, you'll have something you can point to and say “I told you so,” or, more constructively perhaps, “Here’s the resource you need to avoid this happening next time.”

And in your moment of self-righteous vindication, having successfully made it through this post and now armed to save your company from a botched migration project, you can migrate over to the bar. Good work, you.

Thanks to…

This turned into a monster of a post, and its scope meant that it almost never made it to print. Thanks to a few folks in particular for helping me to shape, form, and ship it. In particular:

Hannah Thorpe, for help in exploring and structuring the initial concept.
Greg Mitchell, for a heavy dose of pragmatism in the conclusion.
Gerry White, for some insightful additions and the removal of dozens of typos.
Sam Simpson for putting up with me spending hours rambling and ranting at her about failed site migrations.

from Moz Blog https://moz.com/blog/no-such-thing-as-a-site-migration
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