ROBUST INTERNATIONAL SEARCH ENGINE OPTIMIZATION - SEO - IN EUROPE (Sweden, Germany, France, England, Italy, Russia, et seq.), AFRICA (Egypt, Nigeria, Morocco, South Africa, et seq.), ASIA (China, Japan, et seq.) AND THE AMERICAS (USA, Canada, Mexico, Brazil, Argentine, et seq.).
.jpg "CG Ekman at an International Search Engine Optimization - SEO-session.")
About us
Innovative, flexible and driven, we have become one of the leading independent international Search Engine Optimization / Artificial Intelligence specialists because we see things differently, approaching things from all angles.
CG Ekman at an International Search Engine Optimization - SEO-seminar in Europe, advising on global organic SEO.
HOW WILL YOU AND YOUR COMPANY BEHAVE GIVEN FIGURED FACTS AND BALANCED PREDICTIONS? You will need – or more properly speaking be forced - to implement a Management Control / Planning System for your national and international Search Engine Marketing - SEM, Search Engine Optimization - SEO, Social Media Marketing - SMM, and overall digital activity.
SEM’s difference from SEO is most simply depicted as the difference between paid and unpaid priority ranking in search results. Its purpose regards prominence more so than relevance. Both are what we would essentially call “inbound marketing”.
One way to start to think about pertinent incentives is to ask four questions about a particular choice architecture:
Who uses? Who chooses? Who pays? Who profits?
Other architecture doors or entrances are not effective because they violate a simple psychological principle with a fancy name: stimulus response compatibility. The idea is that you want the signal you receive (the stimulus) to be consistent with the desired action. When there are inconsistencies, performance suffers and people blunder.
This website has partly been set up with the purpose to facilitate management control understanding of Search Engine Optimization and overall Digital Marketing. One excellent academic essay from a leading university questions whether more information is the same thing as more understanding. It (the essay) does so by way of neuroscience’s favourite analogy: comparing the brain to a computer.
Logical schema like modus ponens (If A, then B; A. Therefore B.) seem natural in the abstract, but once we give them substance, they can seem less natural because casual considerations actually come into play. All clever stuff!!!
Google’s success “is about recipes, not ingredients.” The starting point of all science is collecting: animals, plants, minerals, elements, algorithms, even stars. Then, once a collection is large enough, patterns begin to emerge. Those patterns both require and suggest explanation.
Even for intellectual giants such as Philip Kotler, an erudite and pure “thinking doer”, who minced “that fifty per cent of all our marketing is wasted, albeit we do not know which fifty per cent,” uncertainty is an everlasting and necessary part of the picture. Overconfidence often leads to a lamentable lack of planning.
Mr Kotler also holds that “the organization’s marketing task is to determine the needs, wants and interests of target markets and to achieve the desired results more effectively and efficiently than competitors, in a way that preserves or enhances the consumer’s or society’s well-being.” Here we will emphasize the needs of middle- to top management for information in order to control and develop the Search Engine Optimization and Digital Marketing function.
Languages are not always (or even usually) perfect and efficient vehicles for a management culture; random change can leave them with too many words for one concept, and not enough for another. In this way, the flawed nature of language reflects the foibles of flawed humans and the imperfect worlds they strive to create.
All our international Search Engine Optimization and Digital Marketing cases have not necessarily an either correct or incorrect handling of management problems – or, more hopefully – opportunities. As in all cases of this type, there are no right answers.
We will hence focus on Search Engine Optimization and Digital Marketing management control information and ditto systems. We will not, however, elaborate in any detail on the techniques that are needed to control the cost and quality of the information system itself.
Such techniques are obviously essential, however, conceptually the distinction between the two is that in information processing the parameters of the desired information are taken as given, whereas management control sets these parameters. In practice there is overlap between the two because one cannot understand techniques for processing information efficiently without some appreciation of the purpose for which it will be used.
We acknowledge that the party has, in the past, not been “sophisticated enough in its wording”, and following human intuition is perhaps [not always] the best way to navigate markets. We definitely and ultimately need reliable Search Engine Optimization and intuitive Digital Marketing, forcefully combined and implemented into a functional management control system.
The nature of control. A business company, or indeed any organization, must be controlled; that is, there must be devices that ensure that it goes where its leaders want it to go. The control of an organization is, however, much more complicated than the control of, for example, an automobile or any other vehicle.
A control system is a system whose purpose is to attain and maintain a desired state or condition. Any control system has at least these four elements:
.
-A measuring device which detects what is happening in the parameter being controlled. This is called a detector or sensor.
-A device for assessing the significance of what is happening, usually by comparing information on what is actually happening with some standard or expectation of what should be happening. This is called a selector.
-A device for altering behaviour if the need for doing so is indicated. This is called an effector.
-A means of transmitting information between these devices. This is called a communication network.
-The transmission of information from the detector to the control device is called feedback.
Collectively, these elements constitute a system because any set of interrelated units is a system. The units are interrelated in the sense that each element affects and is affected by the other elements. We must not come to believe, however, that control is automatic; as a minimum we must also know something about organizational objectives and the personality of the chief executive or the controller.
Control systems for some parts of an organization are practically as automatic as a thermostat. Examples are the process controls in a petroleum refinery, the control of the flow of electricity through a distribution network, and the production controls on an automated assembly line. These control systems, and others that have similar characteristics, are called operational control systems.
The control of the organization as a whole, and of the various units of which it is comprised, is much more complicated than that of any of the preceding examples, however. This control is called management control, the term implying that the control is exercised through managers. Basic factors causing these complications are as follows:
-Unlike a thermostat, the standard that is used as a basis for assessing the significance of what is happening is not preset. Rather, it is a result of a conscious management process, called planning. In the planning process, management decides what the organization should be doing, and the control process compares actual accomplishments with these plans. Thus, in an organization there is a close connection between the planning process and the control process, so close that for many purposes they should be viewed as a single process.
-Like human behaviour, but unlike the thermostat, the system does not operate automatically. Some of the detectors (that is, the instruments for detecting what is happening in the organization) can be mechanical, but important information is often detected through the manager’s own eyes, ears, and other senses.
-There can be automatic ways of comparing reports of what is happening against some standard, but usually a determination of whether or not the difference between actual and standard is significant must be made by human beings, and the action taken to alter behaviour also involves human beings.
-The connection between the observed need for action and the behaviour required to obtain the desired action is by no means as clear-cut as it is in the case of the simple control system. In the selector stage, the manager may decide “costs are too high”, but there is no easy or automatic step, or series of steps, that is guaranteed to bring costs down to what they should be.
-Management control requires coordination. An organization consists of many parts, and the control system must ensure that the work of these parts is in harmony with one another. This need did not exist at all in the case of the thermostat.
-Control in an organization does not come about solely, or even primarily, as a result of actions taken by an external regulating device like the thermostat. Much control is self-control; that is, managers act the way they do, not primarily because they are given specific orders by their superiors, but rather because their own judgement tells them the appropriate actions they should take.
-Thus, control in an organization involves a variety of functions, some of which are not present in the simple situations that often come to mind when the word “control” is used. These include:
(1) planning what the organization should do,
(2) coordinating the activities of several parts of the organization,
(3) communicating information,
(4) evaluating information and deciding what, if any, action should be taken,
(5) influencing people to change their behaviour, and
(6) processing information that is used in the other functions.
Business management / computer linguistic science is a battle-ground as political, competitive, and fierce as any; most idealism of business school tempered or lost. Distinguishing between different types of academic scientific regimes is important. What is not so simple is actually isolating the factors that are key to an analysis. A culture of innovation is key to the success of our species. But what amplifies this successful genius is another skill: Language; a language that defies belief.
SEM’s difference from SEO is most simply depicted as the difference between paid and unpaid priority ranking in search results. Its purpose regards prominence more so than relevance. Both are what we would essentially call “inbound marketing”.
One way to start to think about pertinent incentives is to ask four questions about a particular choice architecture:
Who uses? Who chooses? Who pays? Who profits?
Other architecture doors or entrances are not effective because they violate a simple psychological principle with a fancy name: stimulus response compatibility. The idea is that you want the signal you receive (the stimulus) to be consistent with the desired action. When there are inconsistencies, performance suffers and people blunder.
This website has partly been set up with the purpose to facilitate management control understanding of Search Engine Optimization and overall Digital Marketing. One excellent academic essay from a leading university questions whether more information is the same thing as more understanding. It (the essay) does so by way of neuroscience’s favourite analogy: comparing the brain to a computer.
Logical schema like modus ponens (If A, then B; A. Therefore B.) seem natural in the abstract, but once we give them substance, they can seem less natural because casual considerations actually come into play. All clever stuff!!!
Google’s success “is about recipes, not ingredients.” The starting point of all science is collecting: animals, plants, minerals, elements, algorithms, even stars. Then, once a collection is large enough, patterns begin to emerge. Those patterns both require and suggest explanation.
Even for intellectual giants such as Philip Kotler, an erudite and pure “thinking doer”, who minced “that fifty per cent of all our marketing is wasted, albeit we do not know which fifty per cent,” uncertainty is an everlasting and necessary part of the picture. Overconfidence often leads to a lamentable lack of planning.
Mr Kotler also holds that “the organization’s marketing task is to determine the needs, wants and interests of target markets and to achieve the desired results more effectively and efficiently than competitors, in a way that preserves or enhances the consumer’s or society’s well-being.” Here we will emphasize the needs of middle- to top management for information in order to control and develop the Search Engine Optimization and Digital Marketing function.
Languages are not always (or even usually) perfect and efficient vehicles for a management culture; random change can leave them with too many words for one concept, and not enough for another. In this way, the flawed nature of language reflects the foibles of flawed humans and the imperfect worlds they strive to create.
All our international Search Engine Optimization and Digital Marketing cases have not necessarily an either correct or incorrect handling of management problems – or, more hopefully – opportunities. As in all cases of this type, there are no right answers.
We will hence focus on Search Engine Optimization and Digital Marketing management control information and ditto systems. We will not, however, elaborate in any detail on the techniques that are needed to control the cost and quality of the information system itself.
Such techniques are obviously essential, however, conceptually the distinction between the two is that in information processing the parameters of the desired information are taken as given, whereas management control sets these parameters. In practice there is overlap between the two because one cannot understand techniques for processing information efficiently without some appreciation of the purpose for which it will be used.
We acknowledge that the party has, in the past, not been “sophisticated enough in its wording”, and following human intuition is perhaps [not always] the best way to navigate markets. We definitely and ultimately need reliable Search Engine Optimization and intuitive Digital Marketing, forcefully combined and implemented into a functional management control system.
The nature of control. A business company, or indeed any organization, must be controlled; that is, there must be devices that ensure that it goes where its leaders want it to go. The control of an organization is, however, much more complicated than the control of, for example, an automobile or any other vehicle.
A control system is a system whose purpose is to attain and maintain a desired state or condition. Any control system has at least these four elements:
.
-A measuring device which detects what is happening in the parameter being controlled. This is called a detector or sensor.
-A device for assessing the significance of what is happening, usually by comparing information on what is actually happening with some standard or expectation of what should be happening. This is called a selector.
-A device for altering behaviour if the need for doing so is indicated. This is called an effector.
-A means of transmitting information between these devices. This is called a communication network.
-The transmission of information from the detector to the control device is called feedback.
Collectively, these elements constitute a system because any set of interrelated units is a system. The units are interrelated in the sense that each element affects and is affected by the other elements. We must not come to believe, however, that control is automatic; as a minimum we must also know something about organizational objectives and the personality of the chief executive or the controller.
Control systems for some parts of an organization are practically as automatic as a thermostat. Examples are the process controls in a petroleum refinery, the control of the flow of electricity through a distribution network, and the production controls on an automated assembly line. These control systems, and others that have similar characteristics, are called operational control systems.
The control of the organization as a whole, and of the various units of which it is comprised, is much more complicated than that of any of the preceding examples, however. This control is called management control, the term implying that the control is exercised through managers. Basic factors causing these complications are as follows:
-Unlike a thermostat, the standard that is used as a basis for assessing the significance of what is happening is not preset. Rather, it is a result of a conscious management process, called planning. In the planning process, management decides what the organization should be doing, and the control process compares actual accomplishments with these plans. Thus, in an organization there is a close connection between the planning process and the control process, so close that for many purposes they should be viewed as a single process.
-Like human behaviour, but unlike the thermostat, the system does not operate automatically. Some of the detectors (that is, the instruments for detecting what is happening in the organization) can be mechanical, but important information is often detected through the manager’s own eyes, ears, and other senses.
-There can be automatic ways of comparing reports of what is happening against some standard, but usually a determination of whether or not the difference between actual and standard is significant must be made by human beings, and the action taken to alter behaviour also involves human beings.
-The connection between the observed need for action and the behaviour required to obtain the desired action is by no means as clear-cut as it is in the case of the simple control system. In the selector stage, the manager may decide “costs are too high”, but there is no easy or automatic step, or series of steps, that is guaranteed to bring costs down to what they should be.
-Management control requires coordination. An organization consists of many parts, and the control system must ensure that the work of these parts is in harmony with one another. This need did not exist at all in the case of the thermostat.
-Control in an organization does not come about solely, or even primarily, as a result of actions taken by an external regulating device like the thermostat. Much control is self-control; that is, managers act the way they do, not primarily because they are given specific orders by their superiors, but rather because their own judgement tells them the appropriate actions they should take.
-Thus, control in an organization involves a variety of functions, some of which are not present in the simple situations that often come to mind when the word “control” is used. These include:
(1) planning what the organization should do,
(2) coordinating the activities of several parts of the organization,
(3) communicating information,
(4) evaluating information and deciding what, if any, action should be taken,
(5) influencing people to change their behaviour, and
(6) processing information that is used in the other functions.
Business management / computer linguistic science is a battle-ground as political, competitive, and fierce as any; most idealism of business school tempered or lost. Distinguishing between different types of academic scientific regimes is important. What is not so simple is actually isolating the factors that are key to an analysis. A culture of innovation is key to the success of our species. But what amplifies this successful genius is another skill: Language; a language that defies belief.
Our management team
Nellie Adams
Vice President - Boutique Ekman Global.