Corporate SEO services, compared on published evidence

Agencies with a verified published price

How to buy corporate search work sensibly

1. Establish what can actually change, and how fast. Before scoping anything, find out who can edit a template, how long a code release takes, and who signs off copy. An agency proposing recommendations your organisation cannot ship in under two quarters is proposing a document. The realistic change rate should shape the plan rather than being discovered in month four.
2. Separate the technical programme from the content programme. Large site technical work, meaning crawl efficiency, templates, internationalisation and migrations, needs engineering partnership and reports on a slow cycle. Content needs writers, briefs and legal review. They are staffed differently and should be priced and reported separately even when one agency delivers both.
3. Name the internal owner before the agency starts. Corporate programmes fail on internal throughput far more often than on external advice. Someone inside the business has to hold the queue with engineering, legal and brand. Where no such person exists, buy fewer recommendations and more implementation, or the retainer funds a backlog nobody works.
4. Fix ownership, access and the tracked set on day one. Analytics, Search Console, log file access and any tooling should sit in accounts your company owns, with the agency granted access. Agree the tracked query set and what counts as a result before the first report, so nothing can be assembled retrospectively from whatever improved.

What providers at this level publish, and what they do not

Our index records what each agency states on its own website, with the date we checked, rather than what a survey reports. At the corporate end disclosure is thin by design: engagements are scoped against a specific site, a specific stack and a specific set of markets, so almost nobody lists a price. The agencies that do publish a figure tend to be the ones competing for mid market work, which means any comparison built purely on published numbers describes the lower half of the range rather than the category.

Read our figures accordingly, as a record of what is disclosed rather than a survey of what enterprises pay. The disclosed minimum is still the most useful single question you can ask, because it filters a shortlist faster than anything else and most firms will answer it in one line. Ask it by email before you spend an hour in a capabilities presentation.

What actually moves the number

Site scale and technical debt come first, since crawl budget, template sprawl, legacy redirects and a slow stack turn into engineering hours that a small site never generates. Market count comes second: every additional country or language multiplies content, hreflang complexity and stakeholder management, and it is the variable most often underestimated when a proposal is written from a single market brief.

Seniority is third and it is the difference nobody can see in a deck. A strategist who has run a migration for a site your size and lived through the aftermath is worth several junior analysts, and the proposal will look identical either way. Ask by name who will be on the monthly call, whether that person wrote the audit, how many other accounts they carry, and what their last migration looked like when it went wrong.

Making two enterprise proposals comparable

Insist both are restated against your own headings: technical hours and who supplies them, content pieces with expected depth and named authorship, internal enablement such as training and documentation, reporting cadence, the named team with account load, and the assumptions each proposal makes about your engineering availability. That last one is where two similar quotes usually diverge, because one assumes your developers ship and the other assumes it must do the work itself.

Then normalise the outcome definition. Sessions, non branded impressions, qualified enquiries and pipeline are four different stories and each proposal will lead with whichever suits it. Choose the one your executive sponsor cares about, write the definition down, and make the first report use it. Governance matters more than tactics at this level, and the proposal that shows how work gets shipped is usually the one worth buying.

Questions people actually ask

How long is a realistic corporate engagement?

Twelve months is the sensible planning horizon, with a substantive review at six. Technical remediation on a large site rarely completes inside two quarters, and content programmes need time for legal and brand review cycles that a smaller business does not have.

Should we hire in house instead?

Most organisations at this scale end up with both: an internal owner who holds the queue with engineering, legal and brand, and an agency supplying specialist depth and capacity. The internal role is the one that cannot be outsourced, because throughput inside the business is the binding constraint.

What about a site migration?

Treat it as a separate scoped project with its own budget, timeline and rollback plan, not as a line inside a retainer. Migrations are the highest risk event in corporate search, and the cost of doing one carelessly dwarfs the fee for doing it properly.

How do we report this to an executive audience?

In one measure they already care about, with two supporting indicators beneath it. Choose it before the engagement starts. Reports that lead with rankings and impressions get read once, and reports that lead with pipeline or qualified enquiries keep the budget funded.

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