Introducing SEO into an

enterprise-sized business
A white paper by the ADMA Digital Council
September, 2010
Authors:
Sylvia Kim – CareerOne
Lucas Ng – Fairfax Digital
Gary Nissim – OMD
Max Sim – REA Group
Mark Vozzo – Microsoft
Introduction
Search Engine Optimisation (SEO) is now an
integral and critical aspect of how products
and services are marketed. And while
positioning a brand so it has the greatest
visibility in the search engine sphere is a key
outcome, that isn’t where the SEO story
ends.

Effective interpretation of how search

engines function and what people search for
must seamlessly integrate with other
important aspects, to contribute to an
effective SEO outcome.

This white paper details the SEO process,

and highlights key areas for consideration to
drive successful results.

Page 2
About the Authors
Sylvia Kim is the Search Strategy Marketing
Manager at CareerOne.com.au. Sylvia has played
a major role in paving the way for CareerOne to
become a clear No.2 player in the competitive
employment space from its long held No.3
position.
Lucas Ng is the Director of Search & Analytics at
Fairfax Digital where he manages search
marketing and web analytics operations for over a
dozen of Australia’s most visited websites. Lucas
also evangelizes search marketing at Fairfax
Digital, where he has helped hundreds of work
colleagues understand the benefits of search
marketing and web analytics.
Gary Nissim has worked in digital for his entire
career specialising in search for the past five
years. He’s held numerous types of roles but has
always been client focused understanding what
drives businesses & what true success looks like.
Max Sim has held management & senior
leadership roles in Search Marketing (PPC/SEM,
SEO, Social Media) & Analytics for News Corp
subsidiaries. While executing the global Search
strategy Max was involved in Product
Development, Product Management, Usability &
User Interface, Marketing, Editorial & IT decision-
making across a wide spectrum of industries.
Mark Vozzo is the Search & Online Analytics
Lead with Microsoft & prior to that was the
Search Marketing Analyst at Fairfax Digital. He
has been in the Digital Marketing industry his
entire career since 1998 & has a wealth of
knowledge & experience in the areas of SEO,
Paid Search & Web Analytics for enterprise.
Page 3
Contents
Introduction ................................................................................................................................................2 

About the Authors .....................................................................................................................................3 

Contents .....................................................................................................................................................4 

Subject One: Setting Expectations...........................................................................................................5 

Subject Two: The Team .............................................................................................................................7 

Subject Three: KPIs and Milestones .........................................................................................................9 

Subject Four: The Entire SEO Process ...................................................................................................12 

Subject Five: Post Implementation and the Way Forward...................................................................14 

Conclusion ................................................................................................................................................16 

About the Australian Direct Marketing Association ..............................................................................17 

Page 4
Subject One: Setting
Expectations
As with the start of any project,
understanding goals and setting
expectations is key. If all parties aren’t on
the same page, the project is that much
harder to manage.
¾ Is the goal to appear above competitors
on all broad terms, no matter what the cost?
¾ Is it driving as much traffic as possible?
¾ Or is it high returns?
Setting expectations isn’t just about setting
goals. It’s about understanding timelines
and investment levels, not only around the
technical aspects of the project, but other
areas like training and content development.
Key issues that need to be settled are:
¾ Are these expectations achievable?
¾ Is a brand new domain going to be able
to rank on the first page on a highly
competitive term like ‘credit card’?
¾ Can the full project be completed during
the next development cycle?
¾ What limitations will Content
Management Systems (CMS) have on
the overall project?
SEO is not an exact science, it’s more of a
black art. Factors that effect rankings often
fall outside a project’s control including:
¾ The resources competitors are investing
into SEO
¾ Changes in search engine algorithms
¾ Links dropping off sites on internal
networks (or external sites).
When setting expectations, there are a wide
array of factors that need to be taken into
consideration, ranging from:
¾ Training
¾ Ongoing assessment
¾ CMS limitations
¾ Obtaining company-wide buy in
¾ The quality of project management.
How can an enterprise organisation achieve
a seamless SEO campaign when there are
so many stakeholders involved, with
different objectives and vastly different
levels of knowledge?
Training is a key pre-requisite for all parties
involved in the project. Significant
contributors will usually be from a mix of
agency and/or in-house teams, from
marketing to finance, sales to web
development, PR to creative. The focus
should clearly be SEO but should also look
at other considerations, such as why SEO is
important and how will it positively affect
various parts of the business, competitor
analysis, writing optimised content,
fulfilment of leads and sales, brand
guidelines, reporting and analysis.
As well as understanding the basics of SEO,
all parties need to be trained in the aspects
of the project that relate to other team
members. This will allow for greater
understanding of each other’s goals and
requirements.
We’ll talk more about the SEO team in the
next section.
Timescales
Setting timeframes is not an easy task, but
an important one. Do technical projects ever
get completed within budget and on time?
It’s imperative that all parties agree to the
set timescales, and that the schedule
becomes a measurable or KPI with potential
remuneration. Timescales should be agreed
during a meeting chaired by the overall
project lead and produced from a realistic
base. All areas of the business need
milestones.
This isn’t just a technical project and
requires involvement from other functions,
including:
¾ Marketing (content development)
¾ Finance (does this fit into the finance
systems being utilised?)
¾ Sales (how best to capture leads/sales)
Goals
To set goals, a number of factors need to be
taken into consideration, and tasks
allocated.
Page 5
A starting point would be to employ a base
line or benchmarking period to measure
success. Conducting competitor analysis
allows businesses to measure themselves
and monitor growth.

There’ll always be a mix of goals required.

Research needs to be conducted to
understand what can be achieved. If the aim
is to increase traffic around a certain term,
it’s imperative to understand the search
volume around that term, how competitive it
is and what position would be needed, to
achieve a set amount of traffic.

Goals need to cover all aspects of the

project, there needs to be a rationale
behind each goal. They need to be flexible!
As the project matures there’s no use
chasing the unachievable – this will simply
kill morale. Fine-tuning is the order of the
day.

Page 6
Subject Two: The Team
Recruiting the SEO team
Once people across the organisation
understand and buy into SEO, it’s time to
build the SEO team.
It’s important to start with finding the person
who will make it happen: The Search Engine
Optimiser.
To begin with, list the expected functions
required of the Optimiser, as this helps
identify the type of Optimiser needed. If
you’re looking for a more code-savvy
Optimiser, a development or engineering
background can help solve technical
challenges. If it’s an editorial Optimiser
you’re after, you need to ask who has
experience with copywriting and keyword
research to write link-worthy content.
Does your SEO require someone to wear
multiple hats, like copywriting, web analytics
and pay per click (PPC)?
Where do they sit in the organisational
chart? Positions can be divided into the
follow three levels:
¾ Top layer – deciding the SEO strategy
¾ Managing SEO projects from start to
finish – for example a project
lead/project manager
¾ Operational – primarily responsible for
tactical implementation
What decision-making ability and/or
financial responsibility will they have? Some
Optimisers have the authority to make
purchase decisions (tools, membership,
conferences etc) and others can only make
recommendations.
Once the Search Engine Optimiser’s role
and place in the organisation has been
established, start recruiting the ideal
candidate.
When recruiting an enterprise Optimiser,
the need for technical knowledge is a given.
What should not be overlooked is the
candidate’s passion. For an industry with few
certification and tertiary education options,
the candidate’s ability to learn and improve
their SEO skill set on-the-job relies largely
on their internal drive, particularly if they are
the only Optimiser in the organisation.
The candidate’s communication and
networking skills should also be scrutinised,
as evangelising and educating multiple
stakeholders is another critical aspect
required for the role.
A certain level of business acumen should
also be expected of the candidate. An
effective Search Engine Optimiser needs to
be aware of the role organic search plays in
the wider marketing mix, as well as
understanding the priority SEO takes over
other projects.
If someone inside the organisation is keen
to transfer to SEO, their understanding of
the organisation and their established
network of connections can potentially
outweigh any lack of technical knowledge,
particularly for junior SEO roles.
This SEL (Search Engine Land)1 article
provides an interesting insight into
determining which candidate is best suited
to the role: Interviewing In-House SEO
Candidates – searchengineland.com
Structuring the SEO team
The ideal size of an SEO team will depend
on the website(s). The larger the site, the
more content there is to optimise. The more
competitive the website’s industry, the
harder it is to get ahead on key SEO metrics
and monitor and respond to competitor
activity.
In reality, the headcount allocation usually
dictates the size of the team!
If there’s a single Optimiser in the company,
be aware this person will be a generalist
working across all aspects of SEO – many of
which have become specialist roles in their
own right, like link building, SEO
copywriting, landing page optimisation,
script writing for SEO etc.
1
Search Engine Land is a news and information site covering
search engine marketing, searching issues and the search
engine industry. (http://searchengineland.com)
Page 7
If you’re lucky enough to have a SEO team,
the make-up of the team should be one that
covers individual weaknesses – if your SEO
developer can code and script, but not
educate and engage management or
marketing, hire a great SEO evangelist. If
you have a SEO copywriter who understands
editorial but not HTML, CSS or the
difference between URL rewrites and
redirects, hire a technical SEO who does.
Where does an in-house SEO team
belong?
Whether you have a team of four or a single
SEO, there’s often a turf war on which
department in-house SEO(s) should belong
to.
manage the third and final layer of SEO
doers, the largest group in the SEO team.
Whether it’s a solo or 50-strong SEO team,
what’s inside an Optimiser’s mind is what
you will be paying for. Make sure your
company builds a knowledge base filled
with internal case studies of SEO success
and failure. You don’t want them to leave
without archiving their valuable IP. Make
sure you have a system to record and share
what’s been learnt from working with your
organisation’s stakeholders and on your
websites!

The department that seems most aligned

with the team’s job titles may not be where
they are most effective!

In the long term, SEO team effectiveness is

determined by the availability and efficient
use of development resources (SEO buy-in,
evangelism and education can only take you
so far). This is why the SEO team should be
situated where they can directly influence
whoever manages and allocates
development resources.

If marketing drives product development,

then sit the SEO team in marketing. If each
one of your organisation’s websites has its
own decentralised product management
team who controls the development
allocation, sit a SEO resource separately in
each team. Do not be inflexible in your SEO
team deployment as SEO is a discipline that
sits across multiple departments. Whether
it’s siloed Optimisers, centralised SEO
teams, or a solo SEO resource sitting in the
marketing team, it doesn’t matter where
they sit as long as they can get results.

If you have a large SEO team, divide the

team into the ‘sandwich’, with a top layer of
executive management responsible for the
SEO strategy, creating SEO champions at
the senior leadership level and mentoring
the SEO team. The meat of the sandwich is
your middle management who will
evangelise to the wider company and

Page 8
Subject Three: KPIs and
Milestones
As mentioned above, SEO is a company-
wide initiative with everyone from the senior
management through to web developers
playing an important role. Teamwork is the
key for achieving outstanding SEO results.
If your enterprise is serious about optimising
sites to meet business goals from organic
search traffic, KPIs need to be clearly
defined and assigned to the relevant
stakeholders.
This section aims to provide some examples
of important KPIs that will help deliver SEO
success. These can be aligned to
roles/functions within the business.
KPIs for the manager of website
technology
This role makes key decisions around web
technology deployed by the enterprise, e.g.
Content Management Systems (CMS),
eCommerce and Blogging Platforms etc.
Some of the common job titles for this role
include, Chief Technology Officer (CTO), IT
Manager, Website Manager, Senior
Webmaster.
KPI: Web Server Uptime
Metric: No. of days/hours/minutes of
downtime per month
About: If your site goes down frequently then
there’s a higher chance the search robot will
try to access the site when it is offline. If this
happens the search engines will assume you
are not serious about doing business online
and promote a competitor with better
uptime.
KPI: Site/Page Speed
Metric: Measured in milliseconds; compare
page load of your homepage vs competitors
and key landing pages.
About: Google takes speed into
consideration (article: Site Speed, Google’s
Next Ranking Factor). The faster a page
loads, the quicker it can be crawled and the
better the user experience. Search Engines
deliver users to quick sites.
KPI: Web Analytics Tagging Instrumentation
Metric: Measured as a percentage; No. of
pages tagged / Total No. of pages
About: There is no point doing any SEO if
you can’t measure the impact. To measure
this KPI you should engage a professional
service like Accenture, speak to your Web
Analytics Provider, or do it in-house using
WASP or Observepoint.
KPI: Content Management System (CMS)
Audit for SEO Minimum Standards
compliance
Metric: Measured as a percentage; No. of
CMS/templates that meet SEO Standards /
Total No. of CMS/templates in the enterprise.
About: Large enterprises typically have
multiple CMSs for different sections/
functionality of the website (at Microsoft there
are over a dozen CMSs). This KPI aims to
provide a high level view on the SEO
capabilities of each CMS and provide a way
to benchmark them. Below is an example of
how Microsoft audits one of their CMSs
You need a standard set of SEO Minimum
Standard questions and a score for each.
Complete the sheet for each CMS deployed.
The quantitative score allows you to
benchmark each of your web platforms.
Page 9
KPIs for managers of external
communications
This person plays a vital role in driving traffic
to the site from external sources. It’s their
role to put the company in the spotlight in
terms of new product launches, company
announcements, mergers and acquisitions
etc. Some example job roles include:
Corporate Communications Officer (CCO),
PR Officer, PR Manager.
KPI: Press Release Publishing Frequency
Metric: No. of Press Releases published
online each month
About: Press releases are a great source of
backlinks to your site. Be sure to include
keyword rich links back to your site within the
body of the Press Release. E.g. Instead of the
typical “About Us” blurb with a link to
www.yourcompany.com, a much better
approach would be to include link text to
Product Pages using the Product Name as
the link. If the PR story is about the CEO,
include a link containing the name of the
CEO to his/her profile page. These
techniques help with rankings.
KPI: Press Release Syndication
Metric: No. of Syndication partners & Traffic
from syndicated sites
About: Syndication helps get your message
out there. Some of these sites have good
page rank and authority, others do not. It is
good to measure number of Syndication
partners as well as the traffic you get from
each over time. Be aware of dupe content.
You should only have one source press
release published, so to avoid the dupe
content penalty, make sure syndicated
versions to link to the source published on
your site. If you have a social media strategy,
treat sites like Twitter and Facebook as
syndication partners.
KPIs for managers of content
This is one of the most important areas of
SEO as these roles are responsible for
producing keyword-rich content. Some
example job roles include: Chief Marketing
Officer (CMO), Marketing Director,
Marketing Manager etc.
Page 10
KPI: Broken Links
Metric: Total No. of Broken Links
About: The more broken links, the poorer the
quality of the site from a Search Engine
Perspective. Use tools like IIS SEO ToolKit or
Xenu Link Sleuth to compile a list of broken
links. You want this number to go down over
time.
KPI: Social Bookmarking Implementation
Metric: No. of pages with Social
Bookmarking enabled
About: This is one of the best ways to gain
backlinks and help drive traffic to your site
from Social Networks.
KPI: Number of Backlinks
Metrics: No. of backlinks over time
About: Search engines give a lot of weight to
the number of links to your site. Use tools
like: Backlink Watch or Yahoo Site Explorer to
monitor the number of backlinks over time.
There must be a link building strategy in
place.
KPI: Blogging Frequency
Metric: No. of Blog posts per week/month
About: Search Engines love blogs. Large
enterprises need to blog on a regular basis.
Chart posts over time and monitor the kinds
of topics that resonate with your audience
and generate the most traffic.
KPI: Frequency of Updates and Timelines
Metric: An agreement on how often a page(s)
is updated (e.g. once a week) or if it’s a
campaign, an agreed delivery date for a
piece of content.
About: Pick key pages of the site and make
sure they’re updated on a regular basis. The
more often a page is updated the more often
the search robot will visit your website. If
working on a campaign, content delivery
timeframes need to be clearly defined.
KPI: Meta Data Quality
Metric: Expressed as a percentage; No. of
pages with unique, keyword optimised Page
Title & Meta Description / Total No. of pages
About: Title Tags and Meta Descriptions are
important as they form parts of snippet in a
Search Engine Result.
KPI: Content Migration
Milestone: Create a 301 Redirection Plan
Metric: No. of 301 Redirects implemented
About: This KPI is essential for when
migrating old content to a new platform/site.
When deploying a new CMS make sure it
adheres to SEO Minimum Standards. Ensure
there is a 301 redirect in place from the old
URLs to the new URLs. If this is not done
properly, you’ll suffer major ranking drop. See
Why use a 301 re-direct.
Page 11
Subject Four: The Entire SEO
Process
The SEO process is a complex one involving
the gradual integration of SEO into existing
practices. For some organisations, having an
SEO team exert its influence is a radical
thing – similar to when Marketing
departments were first introduced in the
1920s, migrating companies from a product
focus to a marketing focus. The
transformation to an SEO focus means the
organisation suddenly finds itself
confronting SEO technical, design and
content decisions that would previously be
made without additional stakeholder
involvement.
Below are the Key Success Factors for an
SEO program and how to achieve it.
The Process of Integration
Stage 1 – Within the first 3 months
With the help of a senior sponsor, agree
with technology stakeholders to
1) access their code change tracking
system so you know what is happening
and when
2) get involved in the design and strategy
meetings to understand site changes
3) access analytics and set up benchmarks
for SEO traffic and SEO conversions, as
well as position tracking
4) get buy-in from the technology
stakeholders to gradually take
responsibility for notifying you at the
earliest stage if
a) link text is changing
b) links are being removed
c) links are being redirected to different
destination
d) content is being considered for
deletion
e) content is being relocated
f) URLs are being changed
5) agree on the process for testing 301
redirects2 prelaunch
Stage 2 – Within the first 9 months
6) If you use Waterfall3 methodology set up
touch points at the concept, design,
build and post-launch stage with the
stakeholders including Business Analyst,
designers and coders. Set up a
customised 7 point checklist4 for each.
This should be supported by more
formal SEO KPIs for the BA, Designer,
Coders, Editors and Marketing
7) Continue to cultivate supporters in the
business who’ll alert you when anything
is going on. Recognise people in front of
their teams and the company; give
rewards when you publicise success. Get
them to see SEO as a vehicle for their
publicity/dialogue with the company and
their direct reports. Every step of the way
their progress should be rewarded. This
is especially effective with editorial staff.
8) Run training regularly for different
groups in the business, keep it informal
and focus on a just one key
behaviour/habit at a time.
Stage 3 – Within the first 12 months
9) Try and get yourself reporting to Product
rather than Marketing and even better,
to an influential senior leader. This can
give real leverage in terms of rolling out
initiatives and preventing SEO issues.
10) Set up a Search Council that is a cross
disciplinary – key players from IT,
Marketing and Editorial should be
members. Keep this as formal or
informal as you like according to the
culture of the organisation. Ensure the
cross disciplinary team is seen as the
extended SEO team and gets the kudos
when SEO grows.
2
A 301 redirect is a method of telling web browsers and
search engines that a web page or site has been permanently
moved to a new location.
3
The waterfall model is a sequential software development
process, in which progress is seen as flowing steadily
downwards (like a waterfall) through the phases of
Conception, Initiation, Analysis, Design (validation),
Construction, Testing and Maintenance.
4
http://www.lehrercommunications.com/7points.htm
Page 12
11) Last but not least keep your SEO team
happy or they will leave! Hopefully by
this stage you have realised your SEO
team are as much account managers as
SEO specialists. They should be
socialising with all the right people in
technology, marketing and editorial to
extend the influence of the team. You
cannot afford to lose them.
early to get them to take
responsibility for notifying you at
ideation5 stage if link text is
changing, being removed,
redirected, considered for deletion
or content is being relocated,
deleted or URLs are being changed.

To keep the “game” interesting for the

team and maintain professionalism, run
it like an external agency, located
internally. SEO can get tedious and
repetitive, and good SEO people are
usually quite entrepreneurial and
ambitious (which is why many get into
the game in the first place). Make sure
you have a good narrative for the team
about how their role contributes to
grander visions. For some people it’s
appropriate to focus on the contribution
they’re making, and what they mean to
the business bottom line.

For some of your entrepreneurial SEO

team reports, you need to pitch it as the
benefit of running a small agency within
a larger company. Get them to imagine
using this skill in their future endeavours
or collecting kudos on LinkedIn or their
resumes.

Stage 4 – Within the first 18 months

12) Develop a step-by-step program for your
clients that can be printed on an A4
sheet and stuck in front of them, so they
don’t keep bothering you about SEO.
These include:
a) clarify and establish business
outcomes and metrics
b) do the keyword research
c) do the tech audit and information
architecture audit
d) do the content editing to include
keywords
e) do the link building strategies and
tactics
f) remember to gradually hand over
responsibility of SEO, it is never too

5
idea generation

Page 13
Subject Five:
Post Implementation and the
Way Forward
Monitoring of KPI metrics
Make sure the KPIs are being monitored.
UAT (User Acceptance Testing):
Requirements (Spec) vs Delivery (Product)
Prior to go-live, a UAT (User Acceptance
Testing) must be carried out to ensure all
requirements are met in what is being
delivered. This can be as simple as the in-
house SEO team being given access to the
site’s staging environment and checking it
against every component specified in the
requirements document. If any
discrepancies or errors are identified, they
can be corrected before go-live. Depending
on the programming/technical expertise of
the SEO team, some or all of the UAT can
be outsourced to a third party to provide an
independent assessment. Involving a third
party can also be beneficial as they may be
able to provide different points of view or
identify areas that maybe have been missed.
Other areas of importance
When you are heavily engaged in the
implementation of the project, it can be
easy to miss other areas of high importance.
Here are some:
1. 301 redirects – ensure all
changed/removed URL’s are added to
the 301 redirect list for 1 to 1 redirect
where possible. This will help in two
areas:
a) transfer of Page Rank from the old
URL to the new URL
b) user experience
2. Add URL – you can also speed up the
301 redirect detection by search engines
by manually submitting the old URL’s of
the key pages
3. Webmaster Tools – especially if you’re
setting up a new domain/sub-domain
4. XML sitemap – will help the new pages
to get indexed faster
5. HTML sitemap – can be used to ensure
there are no orphaned pages
6. Robots.txt – add the reference to the
XML sitemap
7. 404 Error page – ensure you have a
customised 404 error page with the links
to the main sections of the site (e.g.
global navigation, mini-sitemap, etc)
Post-implementation Communication
Post-implementation communication is one
of the most important steps of an SEO
project. If you’ve had to convince a number
of stakeholders to get the SEO project
approved, it’s especially important that
they’re made aware of the success (and/or
the limitations) of the project so you can get
their buy-in more easily the next time. Here
are some tips:
1. Provide an easy to understand post
implementation analysis for each
stakeholder (e.g. add colourful charts to
show before-and-after snapshots).
2. Put a $ value on the additional
traffic/conversion from SEO project
using other marketing/sales channels
cost per traffic/conversion (e.g. PPC,
affiliate partners, online, etc).
3. Provide a ROI/break even analysis (total
cost of project vs $ value of additional
traffic/conversion) to show that after a
certain time period, the project cost has
been earned back and the website will
enjoy ‘free’ traffic for an indefinite
amount of time (or until a competitor
pushes your website down the SERP6).
On-going optimisation
The initial implementation may have been
completed, but SEO work never stops. By
continually monitoring the KPI metrics, you
will naturally identify a number of areas
needing further optimisation/customisation.
These may include:
¾ Ranking of specific pages/keywords
¾ Bounce rate of specific pages
¾ Conversion rate of specific
keywords/pages
¾ Link building for specific pages
6
Search engine results page
Page 14
Don’t be afraid to utilise external third
parties to check through the work
implemented. In SEO, small mistakes can
make the difference between success and
failure. Attention to detail can make all the
difference!

Page 15
Conclusion
This white paper in no way describes the
entire process of how to implement true
enterprise SEO. The processes are complex,
involving numerous stakeholders,
procedures and potential pains.

ADMA’s Digital Council thought it

worthwhile to outline the thought processes
one ideally should follow when looking to
embark on a campaign of this complexity.

Often the optimisation of a site isn’t

considered a large project, and
consequently is poorly thought out and
planned, leading to less than stellar results.

Optimisation can also be left in the hands of

a small team lacking the broad skills set and
background in marketing or technology
departments. SEO implementation has
business-wide ramifications and needs to be
treated that way.

When embarking on such an important

project we recommend effective planning, a
clear understanding of the goals, and
getting the right people on board. These
factors can make all the difference

Page 16
About the Australian Direct
Marketing Association
ADMA was formed in 1966 and is the peak
industry body of the Australian direct
marketing industry.
Our primary objective is to help companies
achieve better marketing results through the
enlightened use of direct marketing.
We achieve this through the three pillars of
our activity; Advocacy, Knowledge and
Community.
Advocacy
During its 44 years of operation ADMA has
been involved in the formulation of law
relevant to the direct marketing industry.
Predominantly our focus has been the
Privacy Act 1988, the Spam Act 2003 and the
Do Not Call Register Act 2006.
Knowledge
ADMA improves Australian marketers
knowledge by a number of different ways
including education, councils and events.
ADMA runs a number of courses including
the pre-eminent Certificate of Direct and
Digital Marketing. A number of short
courses are also offered.
ADMA Councils provide a meeting place for
Australian marketers to develop discuss
common problems and develop industry
best practice. ADMA Councils run free
events and issue white papers on leading
areas of interest.
ADMA Events feature renowned
international and national marketers.
Community
ADMA has over 500 member organisations
including major financial institutions,
telecommunications companies, energy
providers, travel service companies, major
charities, statutory corporations, educational
institutions and specialist suppliers of direct
marketing services.
ADMA events and councils offer the perfect
way for marketers to meet and network.
About ADMA Councils
This paper is the work of the Digital Council.
ADMA has seven different councils
including:
a) Agency
b) Analytics and Data
c) Contact Centre
d) Digital
e) Mail Marketing
f) Multi-Channel Acquisition
g) Relationship Marketing / Customer
Management
The Digital, Multi-Channel Acquisition and
Relationship Marketing /Customer
Management Councils are Super-Councils
because each has broad cross over of
multiple facets of marketing disciplines.
The objectives of the ADMA Councils are to:
a) provide forums for sharing
information on matters of specific
common interest aimed at increasing
the industry sector body of
knowledge
a) assist in the development of a unified
approach on public policy and
regulatory matters
b) develop, where appropriate, industry
best practice guidelines that set
ADMA members apart from others in
the industry
c) add value to ADMA membership.
ADMA Councils allow marketers to network,
discuss best practice and regulatory issues,
discuss current challenges and make new
contacts.
ADMA Councils are a free member benefit.
Joining an ADMA Council is easy and any
employee of an ADMA Member can join by
emailing councils@adma.com.au or calling
02 9277 5419.
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How to Become an ADMA
Member
By becoming an ADMA member you join
Australia’s largest marketing industry
association.
ADMA membership delivers Protection,
Promotion and Education benefits to all
employees in your company including:
a) Access to free Regulatory guidance,
updates and compliance webinars
b) The ability to participate in member-only
ADMA Councils
c) 35% discount on ADMA events and
education programs

Becoming an ADMA member is easy. ADMA

Councils are a free member benefit. Simply
complete the online form or call
02 9277 5400.

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 Australian Direct
Marketing Association
Level 6, 50 Carrington Street
Sydney NSW 2000
councils@adma.com.au

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