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Posted by randfish
From your top-level nav to your seal-the-deal content, there are endless considerations when it comes to crafting your ecommerce page. Using one of his personal favorite examples, Rand takes you step by detailed step through the process of creating a truly superb ecommerce page in today’s Whiteboard Friday.
Howdy all and welcome to a special edition of Whiteboard Friday. My name is Rand Fishkin. I’m the founder of Moz, and today I want to talk with you about how to craft the best damn ecommerce page on the web. I’m actually going to be using the example of one of my very favorite ecommerce pages. That is the Bellroy Slim Wallet page. Now, Bellroy, actually, all of their pages, Bellroy makes wallets and they market them online primarily. They make some fantastic products. I’ve been an owner of one for a long time, and it was this very page that convinced me to buy it. So what better example to use?
So what I want to do today is walk us through the elements of a fantastic ecommerce page, talk about some things where I think perhaps even Bellroy could improve, and then walk through, at the very end, the process for improving your own ecommerce page.
The elements of a fantastic e-commerce page
So let’s start with number one, the very first thing which a lot of folks, unfortunately, don’t talk about but is critical to a great ecommerce process and a great ecommerce page, and that is…
1. The navigation at the very top
The navigation at the top needs to do a few things. It’s got to help people:
- Understand and know where they are in the site structure, especially if you have a more complex site. In Bellroy’s case, they don’t really need to highlight anything. You know you’re on a wallet page. That’s probably in Shop, right? But for Amazon, this is critically important. For Best Buy, this is hugely important. Even for places like Samsung and Apple, critical to understand where I am in the site structure.
- I want to know something about the brand itself. So if this is the first time that someone is visiting the website, which is very often the case with ecommerce pages, they’re often entry points for the first exposure that you have to a brand. Let’s recall, from what we know about conversion rate optimization, it is uncommon, unusual for someone to convert on their first visit to a brand or a website’s page, but you can make a great first impression, and part of that is what your top navigation needs to do. So it should help people identify with the brand, get a sense for the style and the details of who you are.
- You need to know where, broadly, you can go in the website. Where can I explore from here? If this is my first visit or if this is my second visit and I’m trying to learn a little bit more about the company, I want to be able to easily get to places like About, or I want to be able to easily learn more about their products or what they do, learn more about the potential solutions, learn more about their collections and what other things they offer me.
- I also, especially for ecommerce repeat visitors and for folks who are buying more than one thing, I want to have this simple navigation around Cart. I don’t, in fact, love how Bellroy minimizes this, but you want to make sure that the Search bar is there as well. Search is actually a function. About 10% to 12% of visitors on average to ecommerce pages will use Search as their primary navigation function. So if you make that really subtle or hard to find or difficult to use, the Search feature can really limit the impact that you can have with that group.
- I want that info about the shopping process that comes from having the Cart. In Bellroy’s case, I love what they do. They actually put “Free shipping in the United States” in their nav on every page, which I think, clearly for them, it must be one of the key questions that they get all the time. I have no doubt that they’ve done some A/B testing and optimization to make sure, “Hey, you know what? Let’s just put it in front of everyone because it doesn’t hurt and it helps to improve our conversion rates.”
2. Core product information
Core product information tends to be that above-the-fold key part here. In Bellroy’s case, it’s very minimalist. We’re just talking about a photo of the wallet itself, and then you can click left or right, or I think sometimes it auto-scrolls as well on desktop but not mobile. I can see a lot more photos of how many cards the wallet can hold and what it looks like in my pants, how it measures up compared to a ruler, and all that kind of stuff. So there’s some great photography in here and that’s important, as well as the name and the price.These core details may differ from product to product. For example, if you are selling a more complex piece of technology, the core features may, in fact, be fairly substantive, and that’s okay. But we are trying to help. With this core product information, we’re trying to help people understand what the product is and what it does. So wallet, very, very obvious. If we’re talking about lab equipment or scientific machinery, well, a little more complicated. We better make sure that we’re communicating that. We want…
- Visuals that are going to serve to… in this case, I think they do a great job, but comprehensively communicate the positioning, the positioning of the product itself. So Bellroy is clearly going with minimalist. They’re going with craft. They’re a small, niche shop. They don’t do 10,000 things. They just make wallets, and they are trying to make that very clear. They also are trying to make their quality a big part of this, and they are trying to make the focus of the product itself, the slimness. You can really see that as you go into, well obviously, the naming convention, but also the photography itself, which is showing you just how slim this wallet can be in comparison to bulky other wallets. They take the same number of cards, they put them in two different kinds of wallets, they show you the thickness, and the Bellroy is very, very slim. So that’s clearly what the positioning is going for.
- Potentially here, we might want video or animation. But I’m going to say that this is only a part of the core content when it truly makes sense. Great example of when it does make sense would be Zappos. Zappos, obviously, has their videos for nearly every shoe and shoe brand that they promote on their website. They saw tremendous conversion rate improvements because people had a lot of questions about how it moves and walks and how it looks with certain pieces of clothing. The detail of having someone explain it to you, as I’m explaining ecommerce pages to you in video form, turned out had a great impact on their conversion rate. You might want to test this, but it’s also the case that this content, that video or animation content might live down below. We’ll talk about how that can live in more of the photos and process at the very bottom at the end of this video.
- Naming convention. We want price. We want core structural details. I like that Bellroy here has made their core content very, very slim, just the photos, the name, and the price.
3. Clear options to the path to purchase
This is somewhere where, I think, a lot of folks unfortunately get torn by the Amazon model. If you are Amazon.com, which yes, has phenomenal click-through rates, phenomenal engagement rates, phenomenal conversion rates, but you are not Amazon. Repeat after me, “I am not Amazon.” Therefore, one of the things that Amazon does is they clutter this page with hundreds of different things that you could do, and they built that up over decades, literally decades. They built up so that we are all familiar with an Amazon page, ecommerce page, and what we expect on it. We know there’s going to be a lot of clutter. We know there’s going to be a ton of call-to-actions, other things we could buy, things that are often bought with this, and things that could be bundled with this. That is fine for Amazon. It is almost definitely not fine for you unless you are extremely similar to what Amazon does. For that reason, I see many, many folks getting dragged in this direction of, “Hey, I want to have 10 different calls-to-action because people might want to X, Y, and Z.” There are ways to do the “might want to X, Y, and Z” without making those specific calls-to-action in the core part of the landing page for the ecommerce product. I’ll talk about those in just a second.
But what I do want you to do here is:
- Help people understand what is available. Quick example, you can select the color. That is the only thing you can do with this wallet. There are no different sizes. There are no different materials that they could be made of. There’s just color. Color, Checkout, and by the way, once again, free shipping.
- I am trying to drive them to the primary action, and that is what this section of your ecommerce page needs to do a great job of. Make the options clear, if there are any, and make the path to purchase really, really simple.
- We’re trying to eliminate roadblocks, we’re trying to eliminate any questions that might arise, and we want to eliminate any future frustration. So, for example, one of the things that I would do here, that Bellroy does not do, is I would geo-target based on IP address. So I’d look at the IP address of the visitor who’s coming to this page, and I would say, “I am pretty sure you are located in Washington State right now. Therefore, I know that this is the sales tax amount that I need to charge.” Or, “Bellroy isn’t in Washington State. I don’t need to charge you sales tax.” So I might have a little thing here that says, “Sales Tax” and then a little drop-down that’s pre-populated with Washington or pre-populated with the ZIP code if you know that and “$0.” That way it’s predictive. It’s saying already, “Oh, good. I know that the next page I’m going to click on is going to ask me about sales tax, or the page after I enter my credit card is.” You know what, it’s great to have that question answered beforehand. Now, maybe Bellroy has tested this and they found that it doesn’t convert as well, but I would guess that it probably, probably would convert even better with that messaging on there.
4. Detailed descriptions of the features of the product
This is where a lot of the bulk of the content often lives on product pages, on ecommerce pages. In this case, they’ve got a list of features, including all sorts of dimension stuff, how it’s built, what it’s made from, and what it can hold, etc., etc.
What I’m trying to do here is a few things:
- I want to help people know what to expect from this product. I don’t want high returns. Especially if I’m offering free shipping, I definitely don’t want high returns. I want people to be very satisfied with this product, to know exactly what they’re going to get.
- I want to help them determine if the product fits their needs, fits what they are trying to accomplish, fits the problem they’re trying to solve.
- I want to help them, lead them to answers quickly for frequently asked questions. So if I know that lots of people who reach this page have this sort of, “Oh, gosh, you know, I wonder, what is their delivery process like? How long does it take to get to me because I kind of need a wallet for this trip that I’m going on, and, you know, I’m bringing pants that just won’t hold my thick wallet, and that’s what triggered me to search for slim wallets in Google and that’s what led me to this page?” Aha, delivery. Great job. You’ve answered the question before or as they are asking it, and that is really important. We want answers to the unasked questions before people start to panic in the Checkout process.
You can go through this with folks who you say, “Hey, I want you to imagine that you are about to buy this. Give me the 10 things in your head. I want you to say out loud everything that you think when you see this page.” You can do this with actual customers, with customers who are returning, with people who fit your target demographic and target customer profile but have not yet bought from you, with people who’ve bought from your competitors. As you do this, you will find the answers to be very, very similar time after time, and then you can answer them right in this featured content. So warranty is obviously another big one. They note that they have a three-year warranty. You can click plus here, and you can get more information.
I also like that they answer that unasked question. So when they say, “Okay, it’s 80 millimeters by 95 millimeters.” “Man, I don’t know how big a millimeter is. I just can’t hold that information in my head.” But look, they have a link “Compare to Others.” If you click that, it will show you an overlay comparison of this wallet against other wallets that they offer and other wallets that other people offer. Awesome. Fantastic. You are answering that question before I have it.
5. A lot of the seal-the-deal content
When we were talking before about videos or animations or some of the content that maybe belongs in the featured section or possibly could be around Checkout, but doesn’t quite reach the level of importance that we’ve dictated for those, this is where you can put that content. It can live below the fold, scrolling way down. I have yet to see the ecommerce page that has suffered from providing too much detail about things people actually care about. I have seen ecommerce pages suffer from bloating the page with tons of content that no one cares about, especially as it affects page load speed which hurts your conversions on mobile and hurts your rankings in Google because site speed is a real issue. But seal-the-deal content should:
- Help people get really comfortable and build trust. So if I scroll down here, what I’m seeing is more photos about how the wallet is made, how people are using it. They call this the nude approach, which cleverly titled, I’m sure it makes for a lot of clicks. The nude approach to building a wallet, why the leather is so slender, why it adds so little weight and depth, why it lasts so long, all these kinds of things.
- It’s trying to use social proof or other psychological triggers to get rid of any remaining skepticism. So if you know what the elements of skepticism are from your potential buyers, you can answer that in this deeper content as people get down and through this.
Now, all right, you might say to yourself, “These all sound like great things. How do I actually run this process, Rand?” The answer is embedded in what we just talked about. You’re going to need to ask your customers, your potential customers, your customers who bought from you before, and customers who did not buy from you but ended up buying from a competitor, about these elements. You’re going to need to test, which means that you need some infrastructure, something like an Unbounce or an Optimizely, or your own testing platform if you feel like building one, your engineers do, in order to be able to change out elements and see how well they convert, change out pieces of information. But it is not helpful to change things like button color, or to change lists of features, or to change out the specific photos when the problem is, overall, you have not solved these problems. If you don’t solve these problems, the best button color in the world will not help your conversion rate nearly enough, which is why we need to form theories and have hypotheses about what’s stopping people from buying. That should be informed by our real research.
SEO for ecommerce pages
SEO for ecommerce pages is based on only a few very, very simple things. Our SEO elements here are keywords, content, engagement, links, and in some cases freshness. You hit these five and you’ve basically nailed it.
- Keywords, do you call your products the same thing people call your products when they search for them? If the answer is no, you have an opportunity to improve. Even if you want to use a branded name, I would suggest combining that with the name that everyone else calls your things. So if this is the slim sleeve wallet, if historically Bellroy had called this the sleeve wallet, I would highly recommend to them, “Hey, people are searching for slim wallet. How about we find a way to merge those things?”
- Content is around what is on this page, and Google is looking for content that solves the searcher’s problem, the searcher’s issue. That means doing all of these things right and having it in a format that Google can actually read. Video is great. Transcripts of the video should also be available. Visuals are great. Descriptions should also be available. Google needs that text content.
- Engagement, that is going to come from people visiting this page and not clicking the back button and going back to Google and searching for other stuff and clicking on your competitor’s links. It’s going to come from people clicking that Checkout button or browsing deeper in the website and from engaging with this page by spending time on the site and not bouncing. That’s your job and responsibility, and this stuff can all help.
- Links come from press. It can come from blogs. It can come from some high-quality directories. Be very careful in the directory link-building world. It can come from partnerships. It can come from suppliers. It can come from fans of the product. It can come from reviews. All that kind of stuff. People who give you their testimonials, you can potentially ask them for links, so all that kind of stuff. Those links, if they are from diverse sets of domains and they contain good anchor text, meaning the name of your actual product, and they are pointing specifically to this page, they will tremendously help you rank above your competition.
- Freshness. In some industries and in some cases, when you know that there is a lot of demand for the latest and greatest, you should be updating this page as frequently as you can with the new information that is most pertinent and relevant to your audience.
You do these things, and you do these things, and you will have the best damn ecommerce page on the web.
All right, everyone, thanks for joining us. We’ll see you again hopefully on Whiteboard Friday. Take care.
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"This brand was developed with a lot of input from residents in the county along with a great team of staff, local marketing partners and member …
Posted by MiriamEllis
If I could sum up all of the thoughts I’m about to share with local enterprises, it would be with those two words.
Disasters and emergencies are unavoidable challenges faced by all local communities. How businesses respond to these stressful and sometimes devastating events spotlight company policy for cities to see. Once flood waters reside or cyclones trail away, once the dust settles, which of these two brands would you wish to call yours?:
How two brands’ reaction to disaster became a reputation-defining moment
As Hurricane Matthew moved toward the southeastern United States this month (in October 2016), millions of citizens evacuated, many of them not knowing where to find safe shelter. Brand A (a franchise location of an international hotel chain) responded by allegedly quadrupling the prices of its rooms — a practice known as ‘price gouging,’ which is illegal during declared emergencies in 34 states. Brand B (the international accommodations entity Airbnb) responded by sourcing thousands of free local rooms from its hosts for victims of the hurricane.
And then professional and social media responded with news stories, social communications, and reviews, trying both brands in the court of public opinion, doling out blame and praise.
This is how reputations are broken and made in today’s connected world, and the extremity of this tragic emergency situation brought two factors into high relief for these two brands:
Culture and preparedness
“I don’t know about the prices. I just run the hotel. I don’t set the prices. Corporate sets the prices.”
This is how the manager of the Brand A hotel franchise location responded when questioned by a TV news reporter regarding alleged price gouging, set amid a backdrop of elders and families with small children unable to afford a room at 4x its normal rate.
“We are deeply troubled by these allegations as they in no way reflect our brand values. This hotel is franchised. We don’t manage inventory or rates.”
This is the official response from corporate issued to the news network, and while Brand A promised to investigate, the public impression was made that the buck was being passed back and forth between different entities while evacuees were in danger. Based on the significant response from social media, including non-guideline-compliant user reviews from people who had never even stayed at this hotel, corporate culture was being perceived as greedy rather than fair to an extreme degree. It’s important to note here that I didn’t encounter a single sentiment expressed by consumers expecting that the rooms at this hotel would be given away for free. It was the quadrupling of the price that brought public condemnation.
Consumers are not privy to the creation of company policy. They aren’t able to puzzle out who made the decision to raise prices as this hotel, or at the many other hotels, gas stations, and stores in Florida which viewed an emergency as an opportunity for profit. Doubtless, the concept of supply and demand fuels this type of decision-making, but in an atmosphere lacking adequate transparency, the consumer is left with judging whether policy feels fair or unfair, and whether it aligns with their personal value system.
While we’ll likely never know the internal communications which led to this franchise location being cited by the public and investigated by the authorities for alleged price gouging, it is crystal clear that the corporate brand was not prepared in advance with a policy for times of emergency to be enacted by all franchisees. This, then, leaves the franchisee working within vague latitudes of allowable practices, which can result in long-lasting damage to the overall brand, coupled with damage to the local community being served. It’s a scenario of universal negativity and one that certainly can’t be made up for by a few days’ worth of increased profits.
You’ve likely noticed by now that I am specifically not naming this hotel. In the empathetic spirit of the carefully-crafted TAGFEE policy of Moz, my goal here is not to shame a particular business. Rather, it’s my hope that seeing the outcomes of policy will embolden companies to aim high in mirroring the value systems of consumers who reward fairness and generosity with genuine loyalty.
Ideally, I’d love to live in a world in which all businesses are motivated by concern for the common good, but barring this, I would at least like to demonstrate how generous policy is actually good policy and good business. Let’s turn our eyes to Brand B, which lit a beacon of hope in the midst of this recent disaster, as described in this excerpt from Wired:
“This was profound,” says Patrick Meier, a humanitarian technology expert who consults for the World Bank, the Australian Red Cross, and Facebook. “Airbnb changed its code order to allow people to rent out their place for zero dollars, because you could not do that otherwise.”
Innovation shines brightly in this account of Airbnb recognizing that communities around the world contain considerable resources of goodwill, which can then be amplified via technology.
The company has dedicated its own resources to developing an emergency response strategy, including the hire of a disaster response expert and an overhaul of the website’s code to enable free rentals. Thanks to the generosity of hosts who are willing open their doors to their fellow man in a time of trouble, Airbnb has been able to facilitate relief in more than twenty major global events since 2013. Of course, the best part of this is the lives that have been eased and even saved in times of trouble, but numerous industries should also pay attention to how Airbnb has benefitted from this exemplary outreach.
Here’s a quick sampling of the exceptionally favorable media coverage of the emergency response strategy:
That is a set of national and local references any business would envy. And the comments on articles like this one show just how well the public has received Airbnb’s efforts:
In utter marketing-ese, these consumers have not only been exposed or re-exposed to the Airbnb brand via the article, but have also just gained one new positive association with it. They are on the road to becoming potential brand advocates.
What I appreciate most about this scenario is that, in contrast to Brand A’s situation, this one features universal positivity in which all parties share in the goodwill, and that is literally priceless. And, by taking an organized approach to emergency preparedness and creating policy surrounding it, Airbnb can expect to receive ongoing appreciative notice for their efforts.
Room for hero brands, large and small
The EPA predicts a rise in extreme weather events in the United States due to climate change, including increases in the precipitation and wind of storms in some areas, and the spread of drought in others. Added to inevitable annual occurrences such as tornadoes, blizzards, and earthquakes, there are two questions every intelligent brand should be asking and answering internally right now: How can we help in the short term and how can we help in the long term?
In the short term, your business can take a cue from Airbnb and discover available resources or develop new ones for providing help in a disaster. I noticed a Hurricane Matthew story in which a Papa John’s pizza deliverer helped a man in Nebraska get in touch with his grandmother in Florida whom he had been trying to reach for three anxious days. What if the pizza chain developed a new emergency preparedness policy from this human interest story, using their delivery fleet to reconnect loved ones… perhaps with a free pizza thrown into the bargain?
Or, there are restaurants with the ability to provide food or a percentage of profits to local food banks if they are lucky enough to still have electricity while their neighbors are less fortunate.
Maybe your company doesn’t have the resources of Everbridge, which has helped some 900+ counties and organizations communicate critical safety information in emergencies, but maybe your supermarket or the lobby of your legal practice can offer a free, warm, dry Wi-Fi hotspot to neighbors in an emergency.
In brief, if your business offers goods and services to your local community, create a plan for how, if you are fortunate enough to escape the worst effects of a disaster, you can share what you have with neighbors in need.
According to Pew Research, 77% of Latin Americans, 60% of Europeans, 48% of the population of Asia and the Pacific, and 41% of the U.S. population are worried about the immediacy of the impacts of global warming. A global median of 51% indicates that climate change is affecting people right now.
From a business perspective, this means that the time for your brand to form and announce its plans for contributing to the climate solution is right now. Your efficient, green, and renewable energy practices, if made transparent, can do much to let the public know that not only will you be there for them in the short term in sudden emergencies, but that you are also doing your part to reduce future extreme weather events.
- Every time I walk into the local Kohl’s department store, the in-store messaging informs me that the building is powered, in part, by solar and wind energy.
- Green Swedish startup Wheely’s Cafe is the fastest-growing coffee company in Europe, vending organic beverages from bicycle-based carts.
- Here’s a furniture manufacturer in Connecticut that went solar, two companies that rent and recycle children’s toys, and Canada’s first all-electric taxi service.
Whether your business model is green-based or you incorporate green practices into your existing brand, sharing what you are doing to be a good neighbor in both the short and long term can earn the genuine goodwill of the local communities you wish to serve.
Do something great
I often imagine the future unlived when I see brands making awkward or self-damaging decisions. I rub my forehead and squint my eyes, envisioning what they might have done differently.
Imagine if Brand A had implemented generosity. Imagine if, instead of raising its prices during that dreadful emergency, Brand A had offered a deep discount on its rooms to be sure that even the least fortunate community members had a secure place to stay during the hurricane. Imagine if they had opened up their lounges and lobbies and invited in homeless veterans for the night, granting them safety in exchange for their service. Imagine if they had warmly reached out to families, letting them know that cherished pets would be welcome during the storm, too.
Imagine the gratitude of those who had been helped.
Imagine the social media response, the links, the new stories, unstructured citations, reviews…
Yes, it might have been unprofitable monetarily. It might have even been mayhem. But it would have been great.
To me, firemen have always exemplified a species of greatness. In moments of extreme danger, they forget themselves and act for the good of others. Imagine putting a fireman’s heart at the heart of your brand, to be brought out during times of emergency. Why not bring it up at the next all-staff meeting? Brainstorm existing resources, develop new ones, write out a plan, make it a policy… Stand tall on the local business scene, stand up, be great!
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