The problem with search - it's neither a good journey nor a satisfactory destination.
Thirty-thousand feet above the western United States and staring out another airplane window, it hit me. No one wants a search engine. Last month there were 1.3 billion people worldwide who used search, with comScore reporting 12.1 billion* searches done on Google in the United States alone. The problem with these statistics is they make us think everyone who searched wanted to spend that time searching. We've been conditioned by the sheer growth of searching to believe that it was something people desired. In the U.S. alone more than 15 million root canals are performed each year. Useful as the procedure may be, the number of elective procedures was somewhere close to zero.
People can be summed up based on their natural reaction to the following statement: "It's not the destination, it's the journey."
Read that statement to 10 people and you'll likely get seven people who nod and wax poetic about the journeys they have taken. Then you'll get three hearty souls that call shenanigans and boldly proclaim that you can keep your journeys, they'll enjoy more destinations and outcomes.
And that's the problem with search - it is neither a good journey nor a satisfactory destination.
In recently-released research from GroupM Search, we identified that in key verticals the average duration for a consumer from initial engagement with search, social media, or a brand site to purchase is close to two months. Over that time people have roughly 10 engagements with those three types of sites before converting. If search is supposed to be making our lives better, it has an odd way of doing it if it means decisions come over a period of 60 days and need close to a dozen interactions.
And that's the problem with a search engine. It is not a destination engine and it is not a discovery engine.
The problem with Bing, the decision engine, is that it is a decision engine for the masses. Facebook inclusion and broader data sets to analyze from the Yahoo alliance can be considered differentiations in today's market place, but they fall short. Right now, the data we have shows Bing is at best a second opinion engine for many who are Google first users. The reason is that Bing, at the end of the day, is not doing anything that different with the experience. If Bing, or anyone else, wanted to be a destination engine they would create a truly one-to-one engine that uses your signal base to serve up an Apple Genius experience inside your search. Just because a user expressed explicit intent doesn't mean that it is being matched in the results. The problem is advertisers are spreading their investments around to the potential of the masses versus the singularity of the person. What's failing consumers at present is not the advertiser match of content but the ability to operate on a platform that facilitates a bidding scenario based of the expectation that a single connection is going to happen and nothing more will be needed.
In this environment consumers spend exponentially more time inside Bing or another engine versus off-site with the constant click and return to search again behavior. The trade-offs for brands are greater investment and depth of exposure happening off-site in exchange for being hyper targeted with an ability to minimize the touch points. If Microsoft were to take the name of another project, Looking Glass, and use the concept of going down the rabbit hole on site with a heavy dose of personal attention, we might truly have a destination engine for brands and consumers alike.
The counter to a destination mindset is that of the journey and its exploration and discovery. If Malcolm Gladwell is right and it takes 1,000 repetitions to become proficient in your craft, then we need engines that encourage better behavior to allow for an appreciation of the experience of the journey.
The behavior being taught today is one where users learn to search, click, return, and repeat. There's no feedback loop coming back into the engine in a natural way as to the worth a user found from the previous query and/or click.
Today we see more snippets of rich data being included that is designed to help inform the first click but means nothing to us upon return. An engine that would allow curation and evolve based on our behaviors is what more people want than the current model, I believe. This is about the buying process. We know search is used to find products, prices, deals, and opinions. Yet, to go from start to finish is about forcing an individual to select what looks best after an engine has ranked the sites and then requires personal memory to retain the key elements.
Dream with me of an engine that provides the ability to notate your findings, register the most appealing elements, and further refines itself upon that data - not the standard set of generic content that it believes the masses want to see. If people want to discover and explore, then facilitating that is only as meaningful as the ability to let that information reside beyond their individual brains and use it for a greater good. A true discovery engine takes the implicit (I want to go on vacation) and turns it, via discovery, into an explicit (Le Meridien Paris). The role engines play in getting from A to B can be powerful and helpful because it has the ability to iterate the process so that searching becomes discovering and implicit becomes explicit.
For advertisers, the worth of a word becomes measured by the worth of the person along the path and the models that evolve. Nothing is simple when it comes to discovery and destination, but the alternative that exists today is something people don't want.
This column has been updated. Due to a typo, an earlier verision of this column incorrectly stated the number of monthly Google searches.
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Chris Copeland is chief executive officer of GroupM Next, the forward-looking media innovation unit of GroupM. Chris is responsible for curating and communicating insight-focused media solutions across established and emerging platforms. Leveraging his multi-year experience with emerging media companies, Chris is tasked with stewarding GroupM Next in partnership with agency leadership from GroupM's four media marketing and marketing service agencies (Maxus, MEC, MediaCom, and Mindshare). The focus is participating with those companies leading changes that most impact consumer media consumption, brand favorability, and purchase behavior.
Guiding the Predictive Insights, Technology, Research, and Communications teams at GroupM Next, Chris is responsible for overseeing the amplification of insights into opportunities that directly benefit the business of GroupM agencies and their clients. GroupM is the world's largest media investment management group and the media holding arm of WPP. Together, GroupM agencies represent almost $30 billion in overall North American billings (RECMA).
Chris helped guide the development of GroupM Next, which was established to deliver the best thinking and new insights from within the GroupM community. The unit also focuses on technology innovation connecting all media channels, but especially, online, social, mobile, and addressable.
Chris was selected to lead GroupM Next after nine years of leading the search marketing practice within GroupM. Among his accomplishments are the development and integration of the global search marketing offering for GroupM agencies, GroupM Search, which managed $1.3 billion in search billings globally and grew to more than 1,000 search marketing strategists serving 40 countries. In 2009, Chris created the research division of GroupM Search and developed research studies that deepened the understanding of consumer behavior across search and social media for leading brands and garnered global traction - most notably: The Influenced: Social Media, Search, and the Interplay of Consideration and Consumption; The Virtuous Circle: The Role of Social Media in the Purchase Pathway;and From Intent to In-Store: Search's Role in the New Retail Shopper Profile.
Chris entered the digital industry in 1996 when he joined search marketing agency WGI (later acquired by Tempus Group). He has been with the WPP and GroupM family of companies since 2000 when, recognizing search as an emerging media channel with incredible potential for brands, WPP acquired Tempus Group and CIA, and ultimately rebranded the search marketing agency as Outrider. As senior partner and managing director of Outrider, Chris delivered on GroupM's vision for the channel, leading the organization to 500 percent growth with global presence over five years, and establishing award-winning search marketing strategies that have become industry-wide best practices. In 2002, Chris successfully implemented the integration of search into the cross-channel media planning process at MEC, creating the first search marketing practice to sit within a media communications and planning company. In 2007, he guided the business expansion of search marketing practices into all GroupM agencies. In 2009, Chris was named CEO of GroupM Search, where he was responsible for driving global search strategy for the organization, while fostering the innovative application of search as an integrated channel. In his role, Chris also provided digital strategy counsel for clients, including AT&T, Dell, Audi, Volkswagen, and more.
Chris is an active member on advisory boards at the 4A's, Google, Yahoo, MSN, and I-COM. He is a frequent speaker in global forums discussing the digital marketplace and how the space is evolving, and serves as a regular resource to national and industry press. Chris contributes editorial commentary regularly to Advertising Age, ClickZ, MediaPost, and MediaBizBloggers.com. In fall 2013, Chris was honored as an inductee into the ClickZ Digital Hall of Fame.
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