App Store Optimization for iOS Live is a webinar covering all the key elements of ASO for the Apple platform. You can watch the full webinar at http://businessofapps.com/explore or check out the slides here
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
ASO can help your app break through the problems of Apple’s content policy and searching with a mobile device:
Increases visibility: helps you to negotiate the problems of Apple’s curation politices, charts and search.
Volume – 3000-15000 installs extra for a free app pcm, according to AppCodes
Quality – Organic users best around and for no additional cost.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
App name - Contributes to keyword count but words featured here rank more strongly in the store. Keywords in the title increase ranking visibility for particular words by 10.3% (MobileDevHQ)
Keywords - The 100 characters you choose drives the majority of your traffic, with combinations of keywords forming the bulk of search results for your app (e.g. a news app with keywords “news” and “live” ranks for “live news”).
Category - App Category affects who you compete with. If you choose “Game” your competition is ferocious, “Lifestyle” is weaker– trade off comes in traffic numbers.
Unlike in SEO, keyword density and other keyword factors cannot make you rank higher for a phrase. Only way to move higher is through off page factors (e.g. much better reviews).
App Store search engine produces better results for focused phrases rather than complicated questions. Asking a question (which app will help me keep fit) is not as effective as a phrase (fitness app).
Due to lack of movement in top phrases and no equivalent of Adwords, top obvious phrases are uncompetitive for marketers – got to look to less obvious words and phrases for audience share.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
Looking at your app and the need it fills should provide you with an obvious answer to some words people might use to search.
Google’s keyword tool for the web is a very useful free starting point for ‘out of the box’ keyword research, with other tools helping out in the long run.
Using social media to search for hashtags can be a great way to get into the language of users and engage them.
When you’re in the early phases of keyword experimentation, a little bit of imagination can go a long way.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
22 categories, with 16 game subcategories
Each app allowed a primary and a secondary (Games allowed two sub categories) so use full allowance why don’t you?
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
Introducing Facebook integration and other social media channels into your app will help to drive word of mouth virality, improve functionality and build a longer experience.
Purchasing the right kind of user at the right time in the right volume can boost your downloads as well as providing happy engaged users.
Integrating rate and review mechanics as well as feedback channels properly will help you to improve your app reviews.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
Whether an app icon or a description, you have to make a good impression quickly to retain consumer interest.
What is considered good design can change overnight – the iOS 7 upgrade for example – meaning you need to be prepared to keep up with the industry.
People are not going to hang around to read a lengthy App Store description – they want information in a readable format.
The icon needs to stand out, it needs to demonstrate character but it is always available with the short app name – as long as you get that right and choose the right imagery then everything will be fine.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.
With radical changes in consumer behaviour and evolving industry rules, the Guardian faces tough operating conditions.
As a result, we have identified the need to be OPEN, with a number of strategic aims and business priorities to consolidate our powerful existing equity and deliver commercial advantage to the business.
These involve re-thinking our business model from print to DIGITAL FIRST and
re-evaluating our relationships with consumers.
Crucially, it means having a tight definition of who we are as an organisation and
as a brand.
Aligning all of these factors will enable us to not only develop our community and evolve in these times of change, but also to grow as a business online and on a global level.