This Week
  • Buckingham Properties inks a new lease with key tenant for Legacy Tower.

  • Banks and credit unions grow and compete for market share in the region.

  • Teresa Galbier is CEO of the local chapter of Alzheimer's Association.

  • See the 20th anniversary edition of the Forty under 40 supplement.

  • Faraci Lange LLP specializes in medical malpractice and injury law.

  • Thuc Hyunh M.D. has Rochester's first direct primary care practice.

2014 Best of the Web nominees

Rochester Business Journal
March 7, 2014

Banking and finance
cnbank.com
Canandaigua National Bank

Website went live: 1998
Last major overhaul: 2010
Average number of page views per month: 600,000
Cost to create: NA
Cost to maintain annually: NA
Developed: Externally, by Martino Flynn (graphic design) and NimbleUser (developer)
Number of people inside the organization who work on the site: 2
Internal company webmaster: Kelly Sheridan
Biggest return on your Web investment: Continued development and improvement of the online application process
Big changes to the site in 2013: Design modifications to improve call-to-action conversion rate and graphic design and branding consistency across the website
Major changes planned for 2014: Fully responsive redesign to launch in Q2
Site owner: Canandaigua National Bank & Trust

five-starbank.com
Five Star Bank

Website went live: 1999
Last major overhaul: 2013
Average number of page views per month: 1,087,367
Cost to create: NA
Cost to maintain annually: $12,000
Developed: Externally, by ProfitStars (Jack Henry & Associates)
Number of people inside the organization who work on the site: 2
Internal company webmaster: Sherri Kaleta
Biggest return on your Web investment: The ability to transact business online. Customers can apply online for loan products; deposit products coming soon.
Big changes to the site in 2013: New look and feel, additional online functions available to our customers, streamlined navigation
Major changes planned for 2014: Add additional user functionality, expansion of the information available to our customers, ability for our customers to open deposit accounts online
Site owner: Financial Institutions Inc.

grbbank.com
Genesee Regional Bank

Website went live: 2005
Last major overhaul: 2010
Average number of page views per month: 21,100
Cost to create: $10,000
Cost to maintain annually: $1,000
Developed: Externally, by Mason Selkowitz (now Mason Digital)
Number of people inside the organization who work on the site: 1
Internal company webmaster: Kate Jacus, marketing manager
Biggest return on your Web investment: Sharing the client stories and generating word-of-mouth advertising because of it
Big changes to the site in 2013: Addition of information about our new mortgage division
Major changes planned for 2014: Adding an online mortgage application, adding new client stories on the home page, integrating social media
Site owner: Greater Rochester Bancorp Inc.

Business and professional services

globalinx.com
Globalinx LLC

Website went live: 2008
Last major overhaul: September 2012/June 2013
Average number of page views per month: 18,147
Cost to create: $45,000
Cost to maintain annually: $0 (excepting server and hosting costs, all done internally)
Developed: Externally, by Storm Frog
Number of people inside the organization who work on the site: 4. Hayley Reed led the project and was project manager. Peter Franceshi, software engineer manager, executed the website and since then all development changes. Matthew Russell, marketing specialist, and Jason Bucci, graphic designer, also work on the site.
Internal company webmasters: Hayley Reed and Peter Franceshi
Biggest return on your Web investment: Within days of launching at a large trade show, we won three major awards within our industry: best rebrand, best on-site promotion and best in show. We landed a front cover on Internet Telephony magazine. In addition, there were many financial returns, such as a companywide percentage increase in sales of 8.44 percent and an average bonus payout per quarter of $40,103.78, all while reducing spending throughout the company overall ($464,613 under budget). We have been named for the past seven years in the Rochester Top 100 and are on the Inc. 500/5000 list of fastest-growing companies for the eighth consecutive year.
Big changes to the site in 2013: In 2013, our distribution channels were separated to track site visitation to determine where our time should be allocated. Lead generation campaigns and programs were launched to increase our communications and pull leads from each of our four distribution channels. The White Glove KRA was launched internally and then interpreted by adding an informational Web page, complete with dynamic personnel organization chart to address field issues of our agents. A media library was added to house more organic content, including white papers, case studies and videos, to increase search engine optimization and free up real estate on the home page.
Major changes planned for 2014: Within the next year, we are launching a variety of new pricing strategies and products, one of which just received an A+ writeup from an industry magazine. We’ve currently positioned each of our product sets on the website to highlight benefits with a deep dive into the actual product set. This will have to change dramatically to accommodate the large number of new products and maintain the simple layout. The company also just invested in a new quoting software that was soft-launched in November and will need to be integrated into the site.
Site owner: Globalinx LLC

picstelecom.com
PICS Telecom International

Website went live: June 2012
Last major overhaul: Now
Average number of page views per month: NA
Cost to create: NA
Cost to maintain annually: NA
Developed: Externally, by Martino & Flynn
Number of people inside the company who work on the site: Two in our IT department coordinate with Innovative Solutions, an external resource that updates the site.
Internal webmaster: Innovative Solutions, an external resource
Biggest return on your Web investment? NA
Big changes to the site in 2013: We are a global operation and needed to translate our site. We completed that early in 2013.
Major changes planned for 2014: Update the content. Add a subsite to optimize searches for equipment.
Site owner: PICS Telecom International Corp.

ussweeps.com
US Sweepstakes

Website went live: January 2007
Last major overhaul: July 2013
Average number of page views per month: 2,600
Cost to create: NA
Cost to maintain annually: NA
Developed: Externally, by Dalmath Associates Inc.
Number of people inside the organization who work on the site: 4
Internal company webmaster: Heather Rohr, vice president
Biggest return on your Web investment: The quality of our lead generation has improved exponentially, and we rely on our SEO for the majority of our external awareness and advertising. We actively monitor our pay-per-click and organic campaigns and have been able to improve our return on investment because the SEO is so strong. Our SEO ranking has been consistently high, and our key terms have remained in the top rankings for our brand category for the last six months. We have also included more content that is immediately understandable for our potential clients, as well as improved navigation to guide them to the relevant information more easily, driving conversions once they do arrive on our pages.
Big changes to the site in 2013: We implemented a complete redesign in conjunction with the company’s continuous growth, new branding and an expanded offering of products and services to our national client base. This included new graphics tied to our new brand identity/logo, the addition of live campaigns and demos, a broad spectrum of case studies and introduction of social media expertise and engagement opportunities. The site is user-friendly and provides potential clients the opportunity to view many options for sweepstakes and contests that could be executed on their behalf.
Major changes planned for 2014: Our communications and Web development agency, Dalmath Associates, will be adding new sections to the site as well as developing additional marketing initiatives, internally and externally. These include new service offerings for online sweepstakes, a focus on our people and their expertise, a company news section with achievements and announcements, and stronger linkages to US Sweeps Facebook, Twitter and Linked-In pages with views of current programs and ongoing communications.
Site owner: US Sweepstakes & Fulfillment Co., dba of Laughton Marketing Communications Inc.

Cultural

futurpointedance.org
FuturPointe Dance

Website went live: December 2013
Last major overhaul: Although there have been several updates, there has not been an overhaul since it was launched in December.
Average number of page views per month: Not available yet
Cost to create: $2,647
Cost to maintain annually: $1,347
Developed: Externally, by 21st Century Arts
Number of people inside the organization who work on the site: None
Internal company webmaster: None. All content and technical management is outsourced to 21st Century Arts.
Biggest return on your Web investment: The site is a dynamic portal for reference/visibility as the company establishes important new partnerships and books national and international tours, expanding the market for its programs beyond Greater Rochester. The new website has been key in establishing a world-class brand for FuturPointe, articulating who we are, providing a central opportunity to view photos and video and to learn about the breadth of FuturPointe programs and activities.
Big changes to the site in 2013: The former FuturPointe Dance website was created internally as a stopgap until the company had more resources; it did not meet the current needs of the company. When we started working with 21st Century Arts, we explored overhauling the existing site and determined that in order to meet the strategic objectives of the company, we had to create a new website that was in alignment with the comprehensive organizational development that FuturPointe Dance was undergoing with 21st Century Arts.
Major changes planned for 2014: We will expand the repertoire section of the website to provide more connection between site visitors and the work of FuturPointe Dance. We will make the site more interactive—an additional vehicle to deliver the art of FuturPointe Dance—through live podcasts, etc. We will adapt new and emerging technologies to expand FuturPointe audiences beyond the physical spaces in which the company performs and therefore increase accessibility to our work for underserved or new communities. And we will create a video blog featuring blog posts from the artists of FuturPointe, providing a look behind the scenes into their creative processes.
Site owner: FuturPointe Dance Inc.

spectrumcreativearts.org
Spectrum Creative Arts

Website went live: May 2, 2013
Last major overhaul: May 2, 2013
Average number of page views per month: 3,000
Cost to create: $75 (created in-house by one of the owners of the company)
Cost to maintain annually: $30
Developed: Internally
Number of people inside the organization who work on the site: 2
Internal company webmaster: Megan Resig
Biggest return on your Web investment: Approximately 50 percent of our clients access our services because they have run across our website.
Big changes to the site in 2013: We launched our website in May 2013 and opened our doors in September, so no major changes have been made yet.
Major changes planned for 2014: We hope to continue working to make our site a place that not only highlights our services to prospective students but celebrates the achievements of our existing students.
Site owner: Spectrum Creative Arts LLC

wab.org
Writers & Books

Website went live: 2002
Last major overhaul: April 2013
Average number of page views per month: 14,000
Cost to create: $2,200
Cost to maintain annually: $1,600
Developed: Externally, by My Darndest (Bill Klingensmith)
Number of people inside the organization who work on the site: 6
Internal company webmaster: Greer Nelson
Biggest return on your Web investment: More of our customers use the website to register and pay online for our many programs and events. The new website also gives us the ability to connect with our audiences through a vehicle other than social media.
Big changes to the site in 2013: It was completely redesigned, using Wordpress as the platform. As a result, more of our staff can make changes and updates to the site, as opposed to the past, when only one staff member with HTML knowledge could work on the site.
Major changes planned for 2014: Make the site compatible with mobile devices and upgrade the shopping cart.
Site owner: Writers & Books Inc.

Education
harleyschool.org
The Harley School

Website went live: Sept. 1, 1997
Last major overhaul: Sept. 1, 2013

Average number of page views per month: 21,000
Cost to create: NA
Cost to maintain annually: No additional costs
Developed: Externally, by McDougall Communications
Number of people inside the organization who work on the site: 2
Internal company webmaster: Aimee Lewis
Biggest return on your Web investment: Our old site’s design was dated and difficult to update. We now have a current design with the ability to update the site quickly and easily; it moves with us and represents our school on a day-to-day basis. We also have the ability to better track direct marketing efforts. We are also able to share stories more easily on social media.
Big changes to the site in 2013: It was a complete overhaul of design and about half of the content.
Major changes planned for 2014: We plan to continue adding content on the site and to expand several sections.
Site owner: The Harley School

mercyhs.com
Our Lady of Mercy School
for Young Women

Website went live: 2000
Last major overhaul: 2011
Average number of page views per month: During the school year, 13,500 to 16,000; in the summer months, 12,000 to 13,500
Cost to create: $8,000
Cost to maintain annually: $1,000
Developed: Externally, by Mason Selkowitz Marketing
Number of people inside the organization who work on the site: 2
Internal company webmaster: Virginia Lenyk
Biggest return on your Web investment: Our website is a great visual representation of our school, and it offers extensive information about our programs, our history and our alumnae. The ease of accessing information has resulted in the traffic steadily growing, and it continues to do so. The website has become an information center for our school.
Big changes to the site in 2013: We revised and reformatted the graphic template on our home page.
Major changes planned for 2014: We do not currently have specific plans for major changes on our website.
Site owner: Our Lady of Mercy School for Young Women
monroecc.edu
Monroe Community College

Website went live: 1997
Last major overhaul: December 2013
Average number of page views per month: 1,338,000 in 2013
Cost to create: NA
Cost to maintain annually: NA
Developed: Externally, by Martino Flynn, which designed the current basic layout in 2010. We have created and implemented significant restructuring and features in the interim.
Number of people inside the organization who work on the site: A core team of five, with distributed additional technical support staff and departmental content editors
Internal company webmasters: Colleen Brennan-Barry leads digital strategy and communications; Sean Baker heads Web programming and development.
Biggest return on your Web investment: The ease with which our students—future, current and graduated—are able to find information and interact successfully with the college. It’s allowed us to really be audience-focused and to focus on how we can continue to best support student success.
Big changes to the site in 2013: In August the site underwent a rebranding with new logo and related styles; in December, the college completed a yearlong template implementation project that migrated all existing academic and administrative department pages into the institution’s official Web templates. This allowed us to provide a more unified look, feel and user experience across the site and improved the back end of the site for cleaner, easier maintenance.
Major changes planned for 2014: We are examining ways to make our site more content-rich, interactive and mobile-friendly, to best meet our audience’s needs via the platforms and digital spaces they most use.
Site owner: SUNY Monroe Community College


Government and community

fairportlibrary.org
Fairport Public Library

Website went live: 1997
Last major overhaul: September 2013
Average number of page views per month: 12,823
Cost to create: $11,900 plus staff time to create content
Cost to maintain annually: $240 hosting fee and staff time to maintain updates
Developed: Externally, by Mason Digital
Number of people inside the organization who work on the site: 3
Internal company webmaster: Tori Reilly
Biggest return on your Web investment: Our biggest return on this investment has been the increase in our program registrations due to the ability to highlight upcoming programs in our slideshow on the home page.
Big changes to the site in 2013: We moved to a content management system from using Dreamweaver and hand coding. We are now able to schedule content to be published at a certain time and disappear at a certain time. The freedom to edit the website from anywhere is also a huge benefit that we acquired with the new website.
Major changes planned for 2014: We have made some changes already, adding the Renovation Project page and a Teen Volunteer page with an online application. We do hope to do more frequent content updates in some areas of the website. And we will continue to take feedback from users and make necessary updates/adjustments.
Site owner: Fairport Public Library

kidsoutandabout.com
Kids Out And About

Website went live: June 2001
Last major overhaul: August 2012
Average number of page views per month: 450,000 to 550,000, depending on the season
Cost to create: $30,000 (most recent overhaul)
Cost to maintain annually: $10,000
Developed: Externally, with some of the design by Insite Marketing and execution by IT/Capitals
Number of people inside the organization who work on the site: Steve Gordon, chief technical officer; Debra Ross, publisher; and June Santini, vice president of operations
Internal company webmaster: Debra Ross
Biggest return on your Web investment: Our most recent upgrade resulted in increased user-friendliness; much greater efficiency for administrators and editors who manage our site around the country; search engine optimization that has vaulted KidsOutAndAbout to the No. 1 search result on kids’ activities in many regions; and scalability.
Big changes to the site in 2013: Scalability. When we went into 2013, we had four active sites. As a result of the development in Q3 2012, we were able to launch and manage seven new sites in 2013, which doubled our traffic to more than 1 million individual readers in 2013, for 4 million page views. (Our new Houston site went from 0 to 130,000 readers in 2013.) We are on a similar trajectory for 2014, with seven new sites planned. (One, Denver, has already launched.) Our current trajectory has us at 2 million annual readers by late November 2014.
Major changes planned for 2014: Our next site release is late March 2014. There will be a new design and slight reorganization of the layout, a new mobile-optimized version, and lots of administrative back-end improvements; for example, our new site will integrate the KidsOutAndAbout platform with our sales CRM (SalesForce) and our contact management platform (MailChimp).
Site owner: Kids Out And About LLC
rochestersubway.com
Rochester Subway

Website went live: Sept. 1, 2008
Last major overhaul: Jan. 1, 2010
Average number of page views per month: 45,000
Cost to create: $0
Cost to maintain annually: Approximately $150
Developed: Internally
Number of people inside the organization who work on the site: 1
Internal company webmaster: Mike Governale
Biggest return on your Web investment: I wouldn’t say it’s financial. ROI has come in other forms: young Rochesterians taking an interest in Rochester’s history and future development and getting involved, and the creation of Reconnect Rochester, the non-profit volunteer organization that aims to improve access to public transportation and make our streets safer for pedestrians. This group formed out of the discussion threads on RochesterSubway.com.
Big changes to the site in 2013: Articles and stories from outside contributors became a recurring thing. This has helped increase the frequency of new content and gives more depth and dimension to the site and discussions.
Major changes planned for 2014: We’ll see where the wind blows.
Site owner: Mike Governale



Health care
curekidscancer.com
CURE Childhood Cancer Association

Website went live: 1995
Last major overhaul: September 2012
Average number of page views per month: 3,036
Cost to create: $2,000 (plus pro bono services)
Cost to maintain annually: $1,861
Developed: Externally, by Adriana Boveda-Lambie, assistant professor of marketing at RIT Saunders College of Business, and her graduate-level class (initial design), and Greg Gatson Jr.
Number of people inside the organization who work on the site: 2
Internal company webmaster: Former executive director Brian Wirth was internal webmaster until January 2014. Currently it is maintained externally by Theresa Brigandi, SVM Avenue Marketing

Consultants, until a new executive director is identified. 
Biggest return on your Web investment: CURE has seen an increased community awareness of its mission and the desire of the Rochester community to support CURE through volunteerism, fundraisers and support. As a result, CURE has educated the community about childhood cancer, the need for public support and understanding and finding a cure.
Big changes to the site in 2013: The major site change of 2013 was the addition of the private login area for CURE families that contains an electronic version of the family handbook. CURE’s family handbook is a source of extensive information to help families learn about and navigate their child’s illness and treatment and changes in their lives. They can now access the information on the go from a laptop, mobile device or any available computer. The electronic version will also allow CURE to provide updated information in a timely manner.
Major changes planned for 2014: None planned
Site owner: The CURE Childhood Cancer Association Inc.

rpcn.org
Regional Primary Care Network

Website went live: December 2004
Last major overhaul: Aug. 12, 2013
Average number of page views per month: 3,545 since in August 2013
Cost to create: $10,000
Cost to maintain annually: This year, $2,000 budgeted for additions to the site; in future years, $1,000 to $2,000
Developed: Externally, by Soucier Design
Number of people inside the organization who work on the site: Two with full editing rights, two with access to specific pages
Internal company webmaster: Rachel Studley
Biggest return on your Web investment: When we set out to develop our new site, our main goals were to enhance communication with our key stakeholders and to improve the quality of information shared. To do this we needed a site we could control in-house.
The ways in which this site has helped us achieve our goals are beyond measure. The board of directors and the CEO now have a convenient, secure section of the site where they can communicate and post documents for one another. Patients have access to important documents. We are saving money on newspaper advertisements now that we can post things like notices to bidders on our site. And we can post emergency information when we close early due to a storm or when our phone lines are down and patients need to know how to reach us.
Another return on investment has been the time our administrative office manager, Maria, can devote to her job, now that the majority of the nuisance calls have stopped. Maria used to spend two hours a week—5 percent of her time—dealing with phone calls that should have gone to one of our centers or subrecipients. Either information was out of date or a fax number was listed as a phone number on other websites that were supposed to connect people with health centers near them. Now that our site is up to date and easily scannable by remote webcrawlers, people are able to find correct contact information and directions via our website or Google Maps. Nuisance calls have been reduced from approximately 60 to 80 per month to maybe one.
Big changes to the site in 2013: The biggest way our site changed in 2013 is that it is finally usable and relevant! Our old site was outdated and very corporate, had very little useful information and boasted the slogan, “Rochester’s Best Kept Secret.”
Our site is now friendly, easy to navigate and full of useful content such as each center’s contact information, hours of operation, a link to get driving directions and links to transportation assistance, if available. We posted forms online so patients can complete them before an appointment if they choose. We provide a history of our organization and each center for referral sources and donors who might need that information. And we have links to some self-care management tools in case patients need reliable information when our offices are closed.
Major changes planned for 2014: We currently link to other sites for reputable self-care management tools. Over the next year, we plan to start developing and uploading our own tools based on our patients’ needs. We will also be adding Google 360-degree virtual tours. We hope this will help enrollers and referral sources change perceptions and will show potential patients that our community health centers are family practices, not run-down clinics.
Site owner: Rochester Primary Care Network Inc. dba Regional Primary Care Network

visualdx.com
Logical Images LLC

Website went live: June 2012
Last major overhaul: October 2013
Average number of page views per month: 56,000
Cost to create: We used all internal resources to design and develop the website.
Cost to maintain annually: We have an internal team of employees responsible for maintaining and improving the website.Developed: Internally
Number of people inside the organization who work on the site: 5
Internal company webmaster: Dimitri Kokkinos
Biggest return on your Web investment: In 2013 we launched a monthly e-commerce process that has delivered a 54 percent increase in individual sales. Additionally, after we launched our video section of the site, the average time spent on our site increased 60 percent.
Big changes to the site in 2013: The addition of benefit videos, training videos and also the new monthly e-commerce subscription process
Major changes planned for 2014: Refining the messages in our audience-focused pages and possibly revisiting home page design
Site owner: Logical Images LLC

Human services

bivonacac.org
Bivona Child Advocacy Center

Website went live: 2009
Last major overhaul: None
Average number of page views per month: 2,346
Cost to create: $37,000
Cost to maintain annually: $250
Developed: Externally, by Brand Cool
Number of people inside the organization who work on the site: 2 to 3
Internal company webmasters: Freelancer Chris Rimlinger and Andrew Soucier are the webmaster and designer. We have an internal marketing specialist who can do small site updates, but any design and functionality work gets outsourced primarily to Chris.
Biggest return on your Web investment: Nine months after we launched the site, we received an incredibly generous donation of $200,000 from a family foundation. The family members knew nothing about us, but after going online to view our website, they made a contribution that ultimately led us to launch a capital campaign for a move to a new facility, given our growth.
Big changes to the site in 2013: We created a landing page for our Bivona Summit on Child Abuse conference. It is the single largest child abuse conference in the Northeast and draws more than 500 professionals.
Major changes planned for 2014: We are currently updating our site with a new look and feel, better functionality. It will include a refocus to target adults who aren’t sure whether to make a report of suspected child sex abuse and families who are going through it right now using Bivona services.
Site owner: Bivona Child Advocacy Center

rcil.org
Regional Center for
Independent Living

Website went live: September 1999
Last major overhaul: October 2013
Average number of page views per month: 1,500
Cost to create: $15,000
Cost to maintain annually: $260 (hosting fees). Additional cost will vary based on circumstances.
Developed: Externally, by Atomic Design
Number of people inside the organization who work on the site: 3
Internal company webmaster: IT department
Biggest return on your Web investment: The website has been a conduit for our consumers to make requests and communicate to our staff in a more efficient manner.
Big changes to the site in 2013: Complete redesign of the site, including design, content, organization of information, updates and accessibility features. This is an ongoing process that is still being worked on.
Major changes planned for 2014: We will continue to work on the overall redesign of the site.
Site owner: Regional Center for Independent Living Inc.

stjohnsliving.org
St. John’s Senior Services Inc.

Website went live: September 1997
Last major overhaul: June and July 2013
Average number of page views per month: Since the relaunch, 40,000 (as high as 48,000)
Cost to create: NA
Cost to maintain annually: $200 to $400 a month for updates beyond the capabilities of the content management system. With the customized CMS, we are now able to make many of the necessary updates to our site ourselves, therefore decreasing the annual maintenance fees.
Developed: Externally, by Corporate Communications Inc.
Number of people inside the organization who work on the site: 12. The new CMS provides a means for staff from several departments to update appropriate areas of the site, as authorized by our site administrators. We expect this number to grow to 20 people or more this year.
Internal company webmaster: Jennifer Clar, communications manager
Biggest return on your Web investment: We believe the site now has the ability to increase awareness and qualified leads for all of St. John’s services. We can showcase virtual tours and videos. Visitors to the site have commented that they appreciate the ability to share virtual tours with out-of-town family members who may be sharing in a decision to choose senior care for a loved one. Every page of our site has been transformed to reflect what visitors can expect when they come to St. John’s. The site engages visitors before they come to see us in person; it now depicts vividly what it’s like to live or work at St. John’s. Inquiries to St. John’s Home have increased on average 27 percent monthly since the site’s launch. Last year, tours increased 36 percent at St. John’s Meadows, which we attribute to the increased page views on the site.
Big changes to the site in 2013: The site became more engaging and easy to read and navigate, reflected a consistent design and provided helpful information that our customers are looking for. The large, vibrant imagery now reflects our brand characteristics—friendly, respectful, compassionate, responsive, innovative and fun. The site is a reflection of who St. John’s is and what we represent. Visitors have commented on its “thoughtful, compassionate and vibrant” design.
Major changes planned for 2014: We plan a further integration of social marketing strategies and tactics, increased use of email marketing and the implementation of online reputation management capabilities.
Site owner: St. John’s Senior Services Inc.


Legal services


www.hblaw.com
Hiscock & Barclay LLP

Website went live: January 2002
Last major overhaul: January 2013
Average number of page views per month: 11,550
Cost to create: $70,000
Cost to maintain annually: $5,000 to $10,000
Developed: Externally, by Mindshare LLC
Number of people inside the organization who work on the site: 4
Internal company webmaster: Robert Lazzaro
Biggest return on your Web investment: The website has become a more robust tool to develop new business leads, and we’ve had a higher incidence of clients and prospects being able to research us online.
Big changes to the site in 2013: The new site has allowed us to be more client-facing and to provide information we know can be useful to potential clients’ decision-making. We do this through presenting case studies and enhanced attorney experience on the site.
Major changes planned for 2014: Expanding into social media, developing additional practice-area and industry-oriented blogs to add relevant content, which will also enhance our SEO.
Site owner: Hiscock & Barclay LLC

www.nixonpeabody.com
Nixon Peabody LLP

Website went live: April 1999
Last major overhaul: October 2013
Average number of page views per month: 178,352
Cost to create: NA
Cost to maintain annually: None (maintained by staff)
Developed: Externally, with design by Wolff Olins and development and production by Winfield & Co.
Number of people inside the organization who work on the site: One full-time webmaster. Two additional staff assist on occasion—a designer and Web developer.
Internal company webmaster: Phil Covitz
Biggest return on your Web investment: Over the past year website traffic more than doubled as we implemented a robust digital strategy that integrates Web and social media channels. Our site is a destination for businesses and organizations to learn about issues having an impact on them now and in the future and to get resources and strategies to achieve business objectives.
Big changes to the site in 2013: We designed our website to deliver what clients tell us they want—valuable information that smooths their way, presented concisely and understandably. Our new website has fewer pages, fewer words, clearer language and improved navigation. Content is highly targeted to focus on what’s next for businesses and organizations. Our differentiating design is a reflection of our innovation, energy and optimism.
Major changes planned for 2014: We will further build out the site to aggregate and organize content more effectively. Increasingly, we will organize content by industry so clients and visitors can find information most relevant to their businesses. And we will increase use of video and infographics to improve the visitor experience by presenting information visually.
Site owner: Nixon Peabody LLP

www.underbergkessler.com
Underberg & Kessler LLP

Website went live: 2000
Last major overhaul: March 2013
Average number of page views per month: NA
Cost to create: NA
Cost to maintain annually: NA
Developed: Externally, by Dixon Schwabl
Number of people inside the organization who work on the site: 3
Internal company webmaster: Stephanie Watts
Biggest return on your Web investment: Greater brand awareness for current and potential clients. This takes the form of increased visibility for our wide range of service offerings, raising the profile of our partners as leaders in their fields and subject-matter experts, with a greater emphasis on partnership, not only with the clients, but also in the partnership of values that many people are looking for in a law firm or individual attorney. The new site has also increased our ability to share timely legal and business information on relevant topics.
Big changes to the site in 2013: An increased focus on our individual attorneys, for several reasons. We believe that clients form relationships and loyalties based on their individual attorney. The revised tone and visual style of the site helps to build a connection to our firm through the photography of our partners. Featuring them more prominently allows us to highlight the importance and value we place on partnership with our clients, both individually and as a firm.
Major changes planned for 2014: No major changes are planned. We will continue to feature our attorneys and bring attention to more of our areas of specialty and excellence. We will also continue to focus on keeping content relevant and timely through use of blogs and articles so that our clients may use the website as a valuable resource.
Site owner: Underberg & Kessler LLP


Manufacturing

www.carestream.com
Carestream Health Inc.

Website went live: Oct. 15, 2009
Last major overhaul: September 2012
Average number of page views per month: 3,272 in 2013
Cost to create: NA
Cost to maintain annually: In addition to employee salaries and time, service costs come out to about $356/year ($30/year for no ads on the Wordpress platform + $10/year for subdomain + $316/year for an analytics tool that expands upon what Wordpress offers).
Developed: Internally
Number of people inside the organization who work on the site: Two to five people manage the content on the site, while multiple people contribute content throughout the year.
Internal company webmasters: Thomas Bonisteel and Janan Guillaume
Biggest return on your Web investment: Our Everything Rad blog underwent a transformation in terms of content published and readership growth in just two years. The number of unique visitors increased by 75 percent from 22,013 in 2011 to 38,627 in 2013. Everything Rad registers 3,000 to 4,000 page visits per month; 2,000 to 3,000 are unique visitors. Readership stretches across 163 countries, with 48 percent of readership being outside the United States.
Carestream generated 11,562 Web referrals to the company’s website in 2013 (versus 9,573 in 2012), with 35 percent of referrals coming from social media. Carestream’s online presence has helped the company make a name for itself in the health care spectrum and has made it a go-to source for all things radiography for thousands of followers.
Big changes to the site in 2013: A branding and design overhaul helped to make the blog content more organized. Additionally, the volume of content we published increased. The number of blog posts increased by 40 percent, rising from 98 posts in 2011 to 137 in 2013. We always shoot for quality over quantity, and the topics for these posts led to higher readership and helped to drive more traffic to the Carestream.com website throughout the year.
Major changes planned for 2014: We are planning a layout redesign for 2014. The content is not organized in the best way to search for and read the blog posts. Our goal is to choose a new theme for the blog that is cleaner and allows the readers to easily find the information they are looking for. The new Wordpress theme will also be custom-designed by our creative team so it aligns with our brand.
Site owner: Carestream Health Inc.

hammerpackaging.com
Hammer Packaging Inc.

Website went live: December 1996
Last major overhaul: Oct. 18, 2013
Average number of page views per month: 2,000
Cost to create: $16,312
Cost to maintain annually: $600
Developed: Externally, by Archer Communications
Number of people inside the organization who work on the site: 4
Internal company webmaster: Charlene McNeil
Biggest return on your Web investment: The number of visitors is one of the top lines for measuring the success of our Web investment. The site was also designed to be search-engine friendly and is performing well. This has generated an increase in our inbound marketing efforts, which has brought many opportunities to Hammer.
Big changes to the site in 2013: The website features a fresh design; a modern, scalable navigation system; and a user-friendly interface. This site is also mobile-responsive, meaning it adapts to a user’s viewing device, from desktop computers to tablets to smartphones. Applicants are also now able to apply for open positions and upload their resumes online.
Major changes planned for 2014: We plan to add more functionality and content to our website over the next year. We are interested in adding a blog section and possible customer login.
Site owner: Hammer Packaging Corp.

www.kleinsteel.com
Klein Steel Service Inc.

Website went live: January 2009
Last major overhaul: Dec. 6, 2013
Average number of page views per month: 16,950, up 44 percent from our previous site
Cost to create: $27,800
Cost to maintain annually: Hosting fees are the only cost to maintain the current site. Everything can be managed easily internally.
Developed: Externally, by Dumbwaiter Design
Number of people inside the organization who work on the site: Two in marketing manage the website, but it takes a collaborative, companywide effort to fact-check and ensure accuracy. We also encourage all team members to contribute articles to our blog.
Internal company webmaster: Laura Ribas
Biggest return on your Web investment: We’re in the nascent stages with the latest investment; however, we believe the greatest impact to date (leading to a strong ROI) is in lead generation. We’re establishing our brand in new geographic areas and new markets (e.g., nuclear with NQA-1 compliance). A professional website of this caliber helps us to establish credibility and foster dialog with new audiences as we build trust-based relationships.
Big changes to the site in 2013: Content, content, content. Our new site more accurately tells the Klein Steel story and captures our unique brand positioning. It’s less about Klein Steel and more about our customers and how we can best serve them. It more effectively engages the audience at all points of entry and differentiates us from the competition. The site is also easier to navigate and much more visually pleasing. The easy-to-use content management system and embedded blog allow us to keep the site fresh and current at all times.
Major changes planned for 2014: We don’t plan to make any major structural changes, just a few small additions, such as image captions.
Site owner: Klein Steel Service Inc.


Real estate and construction

brightonreserve.com
The Reserve on the Erie Canal

Website went live: Nov. 21, 2011
Last major overhaul: An overhaul is scheduled for June 2014.
Average number of page views per month: 7,580
Cost to create: $120,000, including virtual reality tour created by Jacobs Illustration
Cost to maintain annually: $20,000
Developed: Internally
Number of people inside the organization who work on the site: 2
Internal company webmaster: Todd Grady, director of marketing
Biggest return on your Web investment: Establishing the Reserve on the Erie Canal’s brand identity as a one-of-a-kind lifestyle community, not only in Greater Rochester but in the entire state of New York for people seeking newly built homes
Big changes to the site in 2013: Added virtual reality tour to provide site visitors a detailed overview of the project and animation of the property when it is completely built out; also added 56 printable floor plans covering the Reserve’s different product offerings, including town homes, patio homes, brownstones and loft condominiums, in addition to a live camera providing a time lapse of progress since the project’s inception.
Major changes planned for 2014: Adding renderings and photographs of improvements to the Erie Canal property adjacent to the Reserve and its sister property, Anthony J. Costello & Son Development’s CityGate project (less than a mile from the Reserve). This is the future home of Western New York’s first Costco warehouse club. These renderings and photographs will depict lights and poles stretching from Winton Road to East Henrietta Road, public sitting areas, a large boat dock and canoe and kayak launch. Plans also include enhancing use of social media vehicles such as Facebook and Twitter to provide timely updates on the project’s progress.
Site owner: Anthony J. Costello & Son (Joseph) Development LLC dba the Reserve

broadstone.com
Broadstone Real Estate LLC

Website went live: Jan. 1, 2008
Last major overhaul: Sept. 23, 2013
Average number of page views per month: 11,600
Cost to create: Approximately $45,000
Cost to maintain annually: Approximately $5,000
Developed: Externally. Design and development were collaborative efforts between Broadstone, Butler/Till (partnered with Form Collective) and Cypress North (landing page and paid search program).
Number of people inside the organization who work on the site: 3 (investor relations department)
Internal company webmaster: NA
Biggest return on your Web investment: In the past, we’ve been unable to truly market the shares of our investment offerings. By using our new site, we added $1 million in new investors in December 2013 alone! Investor interest has been significant, with more than 150 requests for investor information.
Big changes to the site in 2013: On Sept. 23, 2013, Broadstone filed 506(c), which is a provision within the SEC’s JOBS act. It allows Broadstone to be more public than ever before with information about its real estate investment offerings, returns and strategy. Because of a robust site with educational content, the traffic increase in the last five months has been dramatic; given averages prior to the redesign, it would have taken more than 30 years to achieve the traffic that we’ve achieved in just five months since the new site’s launch. All of this has translated into continued growth for our company and our investment offerings.
Major changes planned for 2014: Broadstone plans to continue producing and disseminating compelling content to drive Web traffic, investment and deal flow.
Site owner: Broadstone Real Estate LLC

gorocket.com
Rocket Commercial Real Estate LLC

Website went live: November 2012
Last major overhaul: None
Average number of page views per month: NA
Cost to create: Approximately $20,000
Cost to maintain annually: $300 (hosting)
Developed: Externally, by Atomic Design
Number of people inside the organization who work on the site: 1
Internal company webmaster: Jason Beck
Biggest return on your Web investment: The site provides the best place to see de-tailed pictures of our commercial real es-tate listings. It’s fairly uncommon to have great pictures showcased on a commercial website, so it helps us to stand out from the crowd. Further, our site (and branding) provide the image that we are much larger than we really are. It gives us credibility.
Big changes to the site in 2013: It remained unchanged throughout 2013.
Major changes planned for 2014: We will be making minor adjustments to the overall site; however, we plan to do considerable work on the mobile front. We hope to optimize our site for mobile use.
Site owner: Rocket Commercial Real Estate LLC


Retail

deadringerhunting.com
Dead Ringer Hunting

Website went live: June 2009
Last major overhaul: July 2013
Average number of page views per month: 60,000
Cost to create: $17,000
Cost to maintain annually: $2,000
Developed: Externally, by Accelerate Media
Number of people inside the organization who work on the site: 3
Internal company webmaster: Kristian Meyer
Biggest return on your Web investment: Helping to facilitate deals with Walmart and Dicks Sporting Goods as well as premium partners like WhiteTail Freaks and Adrenaline Junkies
Big changes to the site in 2013: Segmentation and design tailored to the audience
Major changes planned for 2014: Addition of greater cross-promotion with partners, pro staff and social interaction with customers.
Site owner: Dead Ringer LLC

ironsmokewhiskey.com
Iron Smoke Whiskey

Website went live: April 2013
Last major overhaul: November 2013
Average number of page views per month: 2,500
Cost to create: $10,000
Cost to maintain annually: $1,000
Developed: Externally, by Sixteen Ton (design) and EagleDream Technologies (development)
Number of people inside the organization who work on the site: 2
Internal company webmaster: Corey Vance
Biggest return on your Web investment: Sales
Big changes to the site in 2013: Complete overhaul, including the addition of parallax scrolling
Major changes planned for 2014: More content: new recipes and an expanded online store
Site owner: Sixteen Ton LLC

mueslifusion.com
Muesli Fusion Inc.

Website went live: March 2011
Last major overhaul: September 2013
Average number of page views per month: 13,700
Cost to create: $0 (internal labor costs)
Cost to maintain annually: $350
Developed: Internally
Number of people inside the organization who work on the site: 3
Internal company webmaster: Ian Szalinski
Biggest return on your Web investment: Online sales
Big changes to the site in 2013: Complete overhaul
Major changes planned for 2014: Focus on mobile site
Site owner: Muesli Fusion Inc.



Tourism and hospitality

www.cbcraftbrewers.com
CB Craft Brewers 

Website went live: Sept. 19, 2013
Last major overhaul: Online store added Dec. 16, 2013
Average number of page views per month: 3,143
Cost to create: $18,625
Cost to maintain annually: NA (internal)
Developed: Externally, by K2 Communications
Number of people inside the organization who work on the site: 2
Internal company webmaster: Suzanne Wolf
Biggest return on your Web investment: Our website is now a reflection of our products, our services and our people. It is a tool used by our customers, staff, vendors and distributor. The website allows us to consolidate our content in one easy-to-use resource. We have also seen a large increase in our social media following via the website—specifically on Untappd, Twitter and Facebook.
Big changes to the site in 2013: Website usability and informative, relevant content. Our new website now showcases our entire product portfolio and services in an easy-to-navigate format. Before, the old website was very difficult to navigate and update. A quarter of our products and services were not even featured on our old site.
The new Beer Finder feature allows our customers to easily find where our products are sold. Before the update, customers would call or email us to find out where they could purchase our beer, wasting valuable time for our admininstrative staff. This Beer Finder is also a value to our retailers and bar/restaurant accounts, giving them additional online presence and advertising. 
The Currently on Tap page allows our retail staff to easily update, in real time, what beers are on tap in our tasting room. Our old site was too difficult for our retail staff to use. Customers were always very frustrated because they could not find out what beers we had on tap that day; our taps rotate weekly and sometimes daily.
Major changes planned for 2014: Our first major change is to enhance our Custom Beer page. Features include address, phone number and website of the account and beer descriptions.
Second, we want to add a blog to keep our customers up to date about what is happening at the brewery, trends in the industry, local musings and craft beer innovations or new players.
Third, we will add Craft Beer 101, providing anyone who is interested in craft beer with accurate, useful and easy-to-understand information. Content topics may include beer styles, the brewing process, food pairings, serving temperature, glassware, etc.
Site owner: CB Craft Brewers

jamesbrownsplace.com
James Brown’s Place

Website went live: Jan. 13, 2006
Last major overhaul: Aug. 29, 2013
Average number of page views per month: 1,000
Cost to create: $5,500
Cost to maintain annually: $190
Developed: Externally, by Phu Concepts
Number of people inside the organization who work on the site: 3
Internal company webmaster: James Brown
Biggest return on your Web investment: Volume increase in number of clients; built strong relationships with our happy clients
Big changes to the site in 2013: Our website has become more responsive; menu design is visually more appealing with a modern touch.
Major changes planned for 2014: We are hoping to make physical changes to our diner to invite more customers.
Site owner: James Brown’s Place

oncell.com
OnCell Mobile Tours

Website went live: November 2006
Last major overhaul: March 14, 2013
Average number of page views per month: 5,000 for www.oncell.com and 60,000 for www.oncell.mobi (our mobile tour website)
Cost to create: NA 
Cost to maintain annually: NA
Developed: Internally developed and maintained
Number of people inside the organization who work on the site: 3
Internal company webmasters: Jeff Singer and Marc Mehlenbacher maintain the back end for www.oncell.com and www.oncell.mobi, as well as the customer and administrative interfaces. Sarah Ozimek maintains design and content for www.oncell.com.
Biggest return on your Web investment: Our average percentage of new visitors, duration of visit and number of inbound leads have increased significantly since our 2013 website overhaul.
Big changes to the site in 2013: In 2013, we implemented a brand-new website template that changed the look and feel of the website completely. We simplified it even further and wanted it to feel light and open, as well as interactive, image-driven and easy to navigate.
Major changes planned for 2014: As we recently merged with a new company, we plan on creating a more responsive website in 2014 that reflects our renewed commitment to delivering cutting-edge mobile tour experiences through mobile technology.
Site owner: OnCell-TourSphere


Best mobile (smartphone)

intrinsiqmaterials.com
Intrinsiq Materials Inc. 

Website went live: 2007
Last major overhaul: November 2013
Average number of page views per month: We don’t know yet; the website was only recently relaunched.
Cost to create: $15,000
Cost to maintain annually: Less than $2,000
Developed: Externally, by K2 Communications
Number of people inside the organization who work on the site: 2
Internal company webmasters: We use Simon School interns
Biggest return on your Web investment: Prior to the relaunch of our website, we typically received Web-based inquiries and approaches that were academic or research in nature. We now have client traffic that is better attuned to commercial distribution and sales of our product.
Big changes to the site in 2013: The website has been completely rebuilt; layout, messaging and content are all new.
Major changes planned for 2014: We plan to increase the content and include product information, video walk-through and direct customer experiences.
Site owner: Intrinsiq Materials Inc.

www.l-tron.com
L-Tron Corp.

Website went live: April 1997
Last major overhaul: September to December 2013
Average number of page views per month: 1,586 in 2013, 2,576 in 2014
Cost to create: NA
Cost to maintain annually: NA
Developed: Externally and internally
Number of people inside the organization who work on the site: 4 to 5
Internal company webmasters: We have a team that works collaboratively. Tony Mai is project lead.
Biggest return on your Web investment: Traffic has already increased up 10 percent in less than two months.
Big changes to the site in 2013: More informative content; an added resource center; mobile responsiveness. Lead nurturing is built in: Solutions pages with calls to action lead to landing pages with offers, which lead to lead capture and a thank-you page. Everything is more integrated.
Major changes planned for 2014: Continue to add relevant content and add more dynamic content, grow all areas of our resource center, and enhance and improve the visitor’s experience.
Site owner: L-Tron Corp.

seabreeze.com
Seabreeze Amusement Park

Website went live: July 26, 1995
Last major overhaul: April 15, 2013
Average number of page views per month: 344,000 during the summer
Cost to create: $10,000
Cost to maintain annually: $700
Developed: Externally, by Sukhenko Design
Number of people inside the organization who work on the site: 3
Internal company webmasters: David Dieter
Biggest return on your Web investment: Ticket sales through our online store
Big changes to the site in 2013: We did the revamp in 2013. The new site is much more visually powerful.
Major changes planned for 2014: None
Site owner: George W. Long Inc.

3/7/14 (c) 2014 Rochester Business Journal. To obtain permission to reprint this article, call 585-546-8303 or email service@rbj.net.


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