Given the dominance of Google as a tool for local search, and given the fact that Google provides a richer set of search and engagement metrics for each of its business profiles than any other publisher, we thought it would be worthwhile to examine Google My Business data as an indicator of consumer search trends during the time of the pandemic.
The verticals that are booming in the pandemic period, with major gains in overall GMB activity, include pharmacies, banking and finance, hardware and home improvement, general retail, gas and convenience, and grocery. Those whose struggles are borne out by significant GMB activity decreases include restaurants and eateries, branded retail, and hotels and accommodations.
Google in particular has made significant moves in recent months to verticalize the consumer search experience. For example, the team responsible for the relatively new Google Travel and Google Hotels sites has reported that they built a new consumer experience for hotels specifically because they noted important differences in the ways consumers searched in that category.
Brandify’s study illustrates that consumer preferences for additional verticals are similarly differentiated, both in the channels consumers prefer for each vertical and the sorts of information they seek out when searching. Already, the search experience for restaurants, retail stores, and healthcare providers varies by vertical, especially on Google, which has added prominent vertical-specific attributes as a result of Covid-19 such as dine-in, takeout, and pickup availability for restaurants.
Not long before the COVID-19 outbreak was officially deemed a pandemic — it seems like years ago, but it was only March 11 — we planned to commemorate Street Fight’s March theme, Word of Mouth, by surveying a select number of experts in local marketing about the state of reputation management and what to look forward to in 2020.
Current events got in the way of our plans, and therefore we’re releasing this report in April rather than March. But we were pleased that the experts we asked came through and offered a great deal of valuable insight on the priorities and challenges of reputation management for local businesses. So let’s dig in to the insights provided by local marketing leaders at ThriveHive, Reputation.com, Chatmeter, Brandify, GatherUp, Uberall, and BrightLocal.
Studies show that eliminating advertising during tough times can lead to a decrease in sales. Business owners may view marketing as a discretionary cost and forgo it because they are bringing in less. But consumer and advertising spend are significant drivers of revenue, even in the midst of a downturn.
Coming out of the Great Recession of the late 2000s, marketers learned a valuable lesson: Going dark can have long-term consequences. Instead, business owners should adjust their marketing approach to reach audiences in thoughtful new ways. Here are some tips.
Important announcements were posted Friday by Google and Yelp as part of the effort to contend with coronavirus and its impact on businesses.
Google has published a new help page titled “Limited Google My Business functionality due to COVID-19.” Before diving into the details in the announcement, I’ll mention the most important headline. Due to a rapid reorganization of priorities, Google has determined that at this time, they will disable the ability to leave new reviews, reply to reviews, and post new Question and Answer content.
A quick Google search on this column’s headline reveals a large number of sites offering recommendations to businesses large and small about how to prepare for the impact of the COVID-19 outbreak as it moves into pandemic territory. Articles on Inc., Fast Company, and the World Economic Forum echo a common theme: Businesses need to develop a plan of action for containing the spread of the illness, as well as contingencies that allow normal operations to continue as smoothly as possible.
In the sphere of digital presence management, key players like Google, Nextdoor, and Facebook are offering recommendations to help businesses develop plans and communicate effectively with consumers who need to access their products and services. The advice comes at a time when business operations may be modified or interrupted by multiple factors such as quarantines and supply chain interruptions.
David: I’ve been thinking quite a bit about our product mix at ThriveHive recently. And in particular the segmentation of the various offerings of our newly combined GateHouse/Gannett company by customer budget.
It has surprised me, frankly, that so few agencies seem to go to market with the essential digital marketing bundle for local businesses you and I proposed exactly two years ago. In re-reading that article, I’d still give the same advice today and with even more urgency based on the rollout of Local Service Ads.
Mike to David: To some extent, the Google “method” of release quickly, break often, iterate, and finally reject or accept a change collides very directly when it interfaces with the much slower-moving real world.
David: This speaks to our ongoing antitrust discussion and whether business harm is a justifiable prong on which to spear Google. Volatility is one thing, but a broken utility is another. And realistically, because of Google’s market position, small businesses have nowhere to turn when that utility is flat-out failing on fundamental levels.
The putative benefits of competing in vertically oriented channels come at a greater cost than was the case when GMB provided a unitary platform for all industries. Simply put, Google is serving the specialized needs of price-conscious travelers or those who want greater assurances when hiring a service professional, and in so doing, the company is creating additional channels to generate revenue through ads. More and more businesses will have to get used to spending their way toward greater exposure to their desired audiences — which is only odd in light of the fact that so much of local marketing has historically been organic in nature.
Mihm to Blumenthal: Our mutual friend and Local U speaker Cindy Krum has long highlighted Google’s ambition to become the “presentation layer of the internet.”
It’s been apparent for the last four years that they want to take that one step further and become the “transaction layer of the internet,” as we’ve discussed in this space before.
A little birdie told me that you’re seeing that ambition accelerate.
Local businesses are struggling to adapt to a world where online reputation drives offline sales, and fake reviews are making the transition harder. What’s more, the fake review problem is getting worse. A Harvard study found that fake reviews on Yelp grew from 5% to 20% over several years.
There are lots of reasons for this trend, but this is an area where big data can be used to the benefit of consumers and businesses to increase trust. This means it’s on the tech community—not small businesses—to fix fake reviews. Just as media platforms have a moral obligation to avoid the spread of fake news, review sites have a responsibility to their users and businesses to ensure their content is as accurate as possible.
Mihm to Blumenthal: Setting aside the fact that the vast majority of calls you receive from non-Google directories are from salespeople, if you’re paying for an expensive citation service with analytics, compare the non-Google numbers to your GMB Insights. It’s going to be a drop in the bucket.
It’s time that every brand, regardless of size, ask itself whether going beyond Google, Facebook, and maybe Yelp is worth paying any premium.
If a tree falls in the citation forest and no customers are there to see it, not only does it not make a sound, but Google doesn’t care that it fell.
Unlike other shopping “holidays,” like Black Friday and Cyber Monday, Amazon Prime Day is specific to a single retailer. But as the event grows, other retailers—both online and offline—are finding ways to leverage the anticipation that consumers are feeling.
Last year, 63% of Prime Day shoppers said they visited competing websites to compare prices. This is a major opportunity for online retailers to capitalize on the spike in traffic and provide consumers with personalized and targeted offerings and exclusive deals.
Google’s calculated risk in creating a low bar for verification works out fine in a world where most business owners simply want to gain legitimate access to their own listings, and most businesses do operate within those ethical boundaries. But as we’ve seen elsewhere at this stage in the evolution of social networks, fraud and deceptive manipulation have become a kind of ghost in the machine, dominating darker sectors of the local marketplace and creating an atmosphere of distrust that may eventually prove more broadly contagious.
All of this is only possible when lots of activity is consolidated on a few platforms. Just as fake accounts attempting to engineer the 2016 election thrived in the vast and complex Facebook ecosystem, so too has Google’s dominance in local attracted its own horde of opportunists, drawn like moths to its flame. Indeed, fraud in local listings is just the latest in a long history of attempts, from link farms to keyword spam, to manipulate loopholes in Google’s regulations and algorithms.
The notion of “helping you get things done,” emphasized by Sundar Pichai in his I/O keynote, provides a through-line for many of the event’s announcements. It struck me watching the presentations how thoroughly Google has become a consumer electronics company, a marketer of devices where search is more a central feature than a standalone product. Google, in other words, has become thoroughly dedicated to marketing its famous search capabilities in the context of devices that help you perform daily tasks. In the process, it is transforming local search and how we relate to the world with electronic devices.
A whopping 64% of respondents indicated relying on Google My Business to find contact information for local business, suggesting it’s an indispensable platform. Yet consumers still trust local business websites most of all, and only 8% say they never consult a business’ website when making shopping decisions.
Google recently sent surveys to a number of Google My Business (GMB) users, asking a range of questions about their local marketing activities and their level of interest in certain paid features within GMB. The survey suggests that Google is at least thinking about a paid version of the GMB feature set. For the local search industry, a paid GMB product offered to businesses of all types could be quite disruptive, especially if it ended up gradually degrading the value of organic listings.
Mihm to Blumenthal: Answer Optimization and Zero-Click SERPs seem to be gaining traction as concepts in the SEO industry, but as you pointed out in our previous conversation on this topic, Google’s moving well beyond simple answers and into journeys. Cindy Krum highlighted several examples of these new search journeys, which as I saw her presenting struck me as “rabbit-holes.”
Blumenthal to Mihm: The consumer is on a journey and is close to making a decision when they are seeing you on Google. Whether they make it at the Business Profile on Google or at the website, it is imperative that your profile at Google has enough information to confer trust. Otherwise, the end user will just move on to the next profile and never make it to your site.
Damian Rollison: Google’s Curtis Galloway, software engineering manager from the Google My Business app team, offered a fascinating peek into that team’s development process this week in a presentation at LSA19 in Dana Point, California. Galloway’s presentation revealed aspects of Google’s user-oriented focus when revising the app as well as its customer-centric orientation.