The default amount of useful information offered by the new layout is less than the old layout provided, while requiring user interaction with the result set to get the information they want. You get a picture, but the only way the phone number is in the result set is if you click into that result set or conduct a branded query from the start.
If you search for a general query (say "Indian restaurants") and want the phone number of a specific restaurant, you will likely need to click on that restaurant's picture in order to shift the search to that restaurant's branded search result set to pull their phone number & other information into the page. In that way Google is able to better track user engagement & enhance personalization on local search. When people repeatedly click into the same paths from logged in Google user accounts then Google can put weight on the end user behavior.
This multi-click process not only gives Google usage data to refine rankings with, but it also will push advertisers into buying branded AdWords ads.
Where this new result set is a bit of a train wreck for navigational searches is when a brand is fairly generic & aligned with a location as part of the business name. For instance, in Oakland there is a place named San Francisco Pizza. Even if you do that branded search, you still get the carousel & there might also be three AdWords ads above the organic search results.
Some of Google's other verticals may appear above the organic result set too. When searching for downtown Oakland hotels they offer listings of hotels in San Francisco & Berkeley inside the hotel onebox.
Perhaps Google can patch together some new local ad units that work with the carousel to offer local businesses a flat-rate monthly ad product. A lot of advertisers would be interested in testing a subscription product that enabled them to highlight selected user reviews and include other options like ratings & coupons & advertiser control of the image. As the search result set becomes the destination some of Google's ad products can become much more like Yelp's.
In the short term the new layout is likely a boon for Yelp & some other local directory plays. Whatever segment of the search audience that dislike's the new carousel will likely be shunted into many of these other local directories.
In the longrun some of these local directories will be the equivalent of MapQuest. As Google gains confidence they will make their listings richer & have more confidence in entirely displacing the result set. The following search isn't a local one, but is a good example of where we may be headed. Even though the search is set to "web" results (rather than "video" results) the first 9 listings are from YouTube.
In previousarticles, we’ve looked at the one-sided deal that has emerged when it comes to search engines and publishers. Whilst there is no question that search engines provide value to end users, it’s clear that the search engines are taking the lionshare of the value when it comes to web publishing.
That isn’t sustainable.
The more value stripped from publishing, the less money will be spent on publishing in future. In this respect, the search engines current business model undermines their own long-term value to end users.
In this ecosystem, the incentive is to publish content that is cheap to produce. Content might also be loss-leader content that serves as a funnel leading to a transaction. Some of the content might be advertorial, the result of direct sponsorship, and may well include paid links. Curiously, it has been suggested by a Google rep that "....you blur the lines between advertising and content. That’s really what we’ve been advocating our advertisers to do". Some of it might be "the right kind of native", courtesy of Google Doubleclick. Some of the higher value content tends to be a by-product of the education sector, however the education sector may be the next in line to suffer a commodification of value.
There is little return to be had in producing high value content and making it publicly available for free, with no strings attached, so naturally such content is disappearing behind paywalls and taking other forms.
Some YouTube producers are rebelling.
In a recent post, Jason Calacanis outlines the problem for video content producers. He maintains that Google’s cut of the rewards amounts to 45%, and that this cut simply isn’t sustainable for video producers as their margins aren’t that high.
Successful media businesses today have margins in the 20% to 50% range--if they hit profitability. That means if you give a partner 45% off the top, you have no chance of breaking even (emphasis mine). In fact, this absurd revenue is so bad that people have made amazingly clever strategies to skirt them, like VICE producing the Snoop Lion documentary and Grace Helbig becoming the face of Lowe’s Hardware. A full 100% of that money goes to the content creator -- boxing out YouTube. More on this later.
Sure, it can *feel* like you’re making money, but when you look across the landscape of YouTube businesses -- and I won’t call anyone out here -- it’s very, very clear they are losing millions and millions of dollars a year.
Since YouTube doesn’t have to create any content, just aggregate it, they don’t need to worry about the individual profitability of any one brand......With YouTube, as with their AdSense product, Google is trying to insert itself between publishers and advertisers and extract a massive tax. In the case of YouTube, it’s a 45% tax
In a subsequent post, Calacanis laments that whilst a lot of publishers got back to him in support of his views, he received no contact from YouTube, even though he is supposedly a high value “partner”.
And what do YouTube do for this 45% cut? Hosting? They’ve pretty much outsourced support and liability to the MCNs for no money down. I imagine running a video network is pretty expensive, although I wonder about the true costs for Google. Calacanis obviously doesn’t think they’re great enough to justify the cut.
PPC Not Immune
Paid search also extracts a high tax.
Let’s run the numbers. A site has an average order price of $100. The site converts at 1% i.e. a site makes a sale to one in every hundred visitors. Sales are $1 per visitor. If the total cost of providing the order is $50, then the profit is 50 cents per visitor. The site can pay the search engine up to 49 cents per click and make a profit.
Let’s say the site invested heavily in conversion optimization to raise the conversion rate. They redesign their site, they refine their offer to give users exactly what they want, they optimize the sales funnel, and they manage to double their conversion rate to 2%. Now, for every 100 visitors, they make $2 per visitor. They can now bid up to $1.99 and still make a profit.
But along comes the competition. They also invest heavily in conversion optimization, and copy, and process, and they double their conversion rates, too. These sites must then keep upping their bids to stay on top in the auction process. Who benefits?
The search engine does.
The search engine benefits from this content improvement in the form of higher bid prices. The producer improves the value of their sites to users, but whilst the competition is doing the same thing, the real winner is the search engine.
This is one reason the search engine spokespeople will advise you to focus on delivering value to customers. The more value you create, the more value you’re going to end up passing to a search engine. As publishing becomes easier, the more gets published, yet the amount of attention remains relatively static. The competition increases, and it is likely that those with the deepest pockets eventually win high value and/or mature verticals.
How To Deal With It
Whilst we’re waiting for a new paradigm to come along that swings the pendulum back in favor of publishers - and we may be waiting some time - we need to think about how to extract more value from each visitor. This is not meant as a beat-up on the search engines - I’m glad they exist and enjoy most of what they do - rather this is about trying to get a handle on the ecosystem as it stands and how to thrive in it, rather than be crushed by it. In long tail markets - and web content is a l-o-n-g tail market - most of the value flows to the person organizing the market.
The key to prospering in this environment - if you don’t have the deepest pockets and you don’t organize the market - is to build relationships.
SEO is built largely on the premise that a relationship doesn’t exist between searcher and publisher. If a relationship already existed, the searcher would go direct to the publisher site, or conduct a brand search. I’m sure that’s how most people reading this article arrived on SEOBook.
So, try to make the most of every search visitor by turning them into non-search visitors. The search engine gets to extract a lot of value on first visit, especially if they arrive via PPC, but if you can then establish an on-going relationship with that visitor, then you get to retain value.
1. Encourage Subscriptions
Subscriptions can be in the form of bookmarking, signing up to Twitter, on Facebook, email subscriptions, RSS, and forum subscriptions. Encourage users to find you, in future, via channels over which you have more control. If you’ve buried these subscription calls to action, make them overt.
2. Form Alliances
Share exit traffic with like-minded but non-competitive sites. Swap advertising. Make guest posts and allow others to do likewise. Interview each other. If appropriate, instigate affiliate programs. Invest in and grow your personal networks.
3. Invest In Brand
Define a unique brand. Push your URL and brand everywhere. Take it offline. Even down to the basics like business cards, pens, whatever, emblazoned with your logo and URL. If you don’t have a definitive brand in your space, pivot and build one. Own your brand search, at very least.
4. Widen Distribution Channels
Publish ebooks. Build apps. Publish white papers. Make videos. Think of every medium and channel in which you can replicate your web publishing efforts.
Once you establish a relationship, give people reasons to come back. Think of what you do in terms of a platform, destination or place. How would this change your current approach? Ensure your business is positioned correctly so that people perceive a unique value.
You can then treat search engine traffic as a bonus, as opposed to the be all and end all of your business.
Last week, I reviewed “Who Owns The Future?” by Jaron Lanier. It’s a book about the impact of technology on the middle class.
I think the reality Janier describes in that book is self-evident - that the middle class is being gouged out by large data aggregators - but it’s hard, having read it and accepted his thesis, not to feel the future of the web might be a little bleak. Laniers solution of distributing value back into the chain via reverse linking is elegant, but is probably unlikely to happen, and even if it does, unlikely to happen in a time frame that is of benefit to people in business now.
So, let’s take a look at what can be done.
There are two options open to someone who has recognized the problem. Either figure out how to jump ahead of it, or stay still and get flattened by it.
Getting Ahead Of The SEO Pack
If your business model relies on the whims of a large data aggregator - and I hope you realize it really, really shouldn't if at all humanly possible - then, you need to get a few steps ahead of it, or out of its path.
There's a lot of good advice in Matt Cutt's latest video:
It could be argued that video has a subtext of the taste of things to come, but even at face value, Cutts advice is sound. You should make something compelling, provide utility, and provide a good user experience. Make design a fundamental piece of your approach. In so doing, you’ll keep people coming back to your site. Too much focus on isolated SEO tactics, such as link building, may lead to a loss of focus on the bigger picture.
In the emerging environment, the big picture partly means “avoid getting crushed by a siren server”, although that's my characterization, and unlikely to be Cutts'! Remember, creating quality, relevant content didn’t prevent people from being stomped by Panda and Penguin. All the link building you’re doing today won’t help you when a search engine makes a significant change to the way they count and value links.
Fast forward and we’re all spending our days flying these things (computers). But are we doing any heavy lifting? Are we getting the job done, saving the day, enabling the team? Or are we just “flying around” like one of those toy indoor helicopters, putzing around the room dodging lamps and co-workers’ monitors until we run out of battery power and drop to the floor? And we call it work.”...More than ever, we have ways to keep “busy” with SEO. The old stand-byes “keyword research” and “competitive analysis” and “SERP analysis” can keep us busy day after day. With TRILLIONS of links in place on the world wide web, we could link analyze for weeks if left alone to our cockpits. And I suppose every one of you SEOs out there could rationalize and justify the effort and expense (and many of you agency types do just that.. for a living). The helicopter is now cheap, fast, and mobile. The fuel is cheap as well, but it turns out there are two kinds of fuel for SEO helicopters. The kind the machine needs to fly (basic software and electricity), and the kind we need to actually do any work with it (seo data sets, seo tools, and accurate and effective information). The latter fuel is not cheap at all. And it’s been getting more and more expensive. Knowing how to fly one of these things is not worth much any more. Knowing how to get the work done is
A lot of SEO work falls into this category.
There is a lot of busy-ness. A lot of people do things that appear to make a difference. Some people spend entire days appearing to make a difference. Then they appear to make a difference again tomorrow.
But the question should always be asked “are they achieving anything in business terms?”
It doesn't matter if we call it SEO, inbound marketing, social media marketing, or whatever the new name for it is next week, it is the business results that count. Is this activity growing a business and positioning it well for the future?
If it’s an activity that isn't getting results, then it’s a waste of time. In fact, it’s worse than a waste of time. It presents an opportunity cost. Those people could have been doing something productive. They could have helped solve real problems. They could have been building something that endures. All the linking building, content creation, keyword research and tweets with the sole intention of manipulating a search engine to produce higher rankings isn't going to mean much when the search engine shifts their algorithms significantly.
And that day is coming.
To avoid getting crushed by a search engine, you could take one of two paths.
You could spread the risk. Reverse-engineer the shifting algorithms, with multiple sites, and hope to stay ahead of them that way. Become the gang of moles - actually, a "labour" of moles, in proppa Enlush - they can’t whack. Or, at least, a labour of moles they can't whack all at the same time! This is a war of attrition approach and it is best suited to aggressive, pure-play search marketing where the domains are disposable.
However, if you are building a web presence that must endure, and aggressive tactics don’t suit your model, then SEO, or inbound, or whatever it is called next week, should only ever be one tactic within a much wider business strategy. To rely on SEO means being vulnerable to the whims of a search engine, a provider over which you have no control. When a marketing tactic gets diminished, or no longer works, it pays to have a model that allows you to shrug it off as an inconvenience, not a major disaster.
The key is to foster durable and valuable relationships, as opposed to providing information that can be commodified.
There are a number of ways to achieve this, but one good way is to offer something unique, as opposed to being one provider among many very similar providers. Beyond very basic SEO, the value proposition of SEO is to rank higher than similar competitors, and thereby gain more visibility. This value proposition is highly dependent on a supplier over which we have no control. Another way of looking at it is to reduce the competition to none by focusing on specialization.
Specialize, Not Generalize
Specialization involves working in a singular, narrowly defined niche. It is sustainable because it involves maintaining a superior, unique position relative to competitors.
Specialization is a great strategy for the web, because the web has made markets global. Doing something highly niche can be done at scale by extending the market globally, a strategy that can be difficult to achieve at a local market level. Previously, generalists could prosper by virtue of geographic limits. Department stores, for example. These days, those departments stores need to belong to massive chains, and enjoy significant economies of scale, in order to prosper.
Specialization is also defensive. The more specialized you are, they less likely the large data aggregators will be interested in screwing you. Niche markets are too small for them to be bother with. If your niche is defined too widely, like travel, or education, or photography, for example, you may face threats from large aggregators, but this can be countered, in part, by design, which we’ll look at over the coming week.
If you don’t have a high degree of specialization, and your business relies solely on beating similar business by doing more/better SEO, then you’re vulnerable to the upstream traffic provider - the search engine. By solving a niche problem in a unique way, you change the supply/demand equation. The number of competing suppliers becomes “one” or “a few”. If you build up sufficient demand for your unique service, then the search engines must show you, else they look deficient.
Of course, it’s difficult to find a unique niche. If it’s profitable, then you can be sure you’ll soon have competition. However, consider than many big companies started out as niche offerings. Dell, for example. They were unique because they sold cheap PCs, built from components, and were made to order. Dell started in a campus dormitory room.
What’s the alternative? Entering a crowded market of me-too offerings? A lot of SEO falls into this category and it can be a flawed approach in terms of strategy if the underlying business isn't positioned correctly. When the search engines have shifted their algorithms in the past, many of these businesses have gone up in smoke as a direct result because the only thing differentiating them was their SERP position.
By taking a step back, focusing on relationships and specific, unique value propositions, business can avoid this problem.
Advantages Of Specialization
Specialization makes it easier to know and deeply understand a customers needs. The data you collect by doing so would be data a large data aggregator would have difficulty obtaining, as it is nuanced and specific. It’s less likely to be part of an easily identified big-data pattern, so the information is less likely to be commodified. This also helps foster a durable relationship.
Once you start finely segmenting markets, especially new and rising markets, you’ll gain unique insights and acquire unique data. You gain a high degree of focus. Check out “Business Lessons From Pumpkin Hackers”. You may be capable of doing a lot of different things, and many opportunities will come up that fall slightly outside your specialization, but there are considerable benefits in ignoring them and focusing on growing the one, significant opportunity.
Are you having trouble competing against other consultants? Consider respinning so you serve a specific niche. To specialize, an SEO might build a site all about dentistry and then offer leads and advertising to dentists, dental suppliers, dental schools, and so on. Such a site would build up a lot of unique and actionable data about the traffic in this niche. They might then use this platform as a springboard to offering SEO services to pre-qualified dentists in different regions, given dentistry is a location dependent activity, and therefore it is easy for the SEO to get around potential conflicts of interest. By specializing in this way, the SEO will likely understand their customer better than the generalist. By understanding the customer better, and gaining a track record with a specific type of customer, it gives the SEO an advantage when competing with other SEO firms for dentists SEO work. If you were a dentist wanting SEO services, who's pitch stands out? The generalist SEO agency, or the SEO who specializes in web marketing for dentists?
Similarly, you could be a generalist web developer, or you could be the guy who specializes in payment gateways for mobile. Instead of being a web designer, how about being someone who specializes in themes for Oxwall? And so on. Think about ways you can re-spin a general thing you do into a specific thing for which there is demand, but little supply.
One way of getting a feel for areas to specialize in is to use Adwords as a research tool. For example, “oxwall themes” has almost no Adwords competition and around 1,300 searches per month. Let’s say 10% of that figure are willing to pay for themes. That’s 130 potential customers. Let’s say a specialist designer converts 10% of those, that’s 13 projects per month. Let’s say those numbers are only half right. That’s still 6-7 projects per month.
Having decided to specialize in a clearly defined, narrow market segment, and having good product or service knowledge and clear focus, you are much more likely to be able to spot the emerging pain points of your customers. Having this information will help you stand out from the crowd. Your pitches, your website copy, and your problem identification and solutions will make it harder for more generalist competitors to sound like they don’t know what they are talking about. This is the unique selling proposition (USP), of course. It’s based on the notion of quality. Reputation then spreads. It’s difficult for a siren server to insert itself between word of mouth gained from good reputation.
Differentiation is the aim of all businesses, no matter what the size. So, if one of your problems is being too reliant on search results, take a step back and determine if your offer is specialized enough. If you’re offering the same as your competitors, then you’re highly vulnerable to algorithm shifts. It’s hard to “own” generalist keyword terms, and a weak strategic position if your entire business success is reliant upon doing so.
Specialization lowers the cost of doing business. An obvious example can be seen in PPC/SEO. If you target a general term, it can be expensive to maintain position. In some cases, it’s simply impossible unless you’re already a major player. If you specialize, your marketing focus can be narrower, which means your marketing cost is lower. You also gain supply-side advantages, as you don’t need to source a wide range of goods, or hire as many people with different skillsets, as the generalist must do.
Once you’re delivering clear and unique value, you can justify higher prices. It’s difficult for buyers to make direct comparisons, because, if you have a high degree of specialization, there should be few available to them. If you are delivering that much more value, you deserve to be paid for it. The less direct competition you have, the less price sensitive your offering. If you offer the same price as other offerings, and your only advantage is SERP positioning, then that’s a vulnerable business positioning strategy.
If you properly execute a specialization strategy, you tend to become more lean and agile. You may be able to compete with larger competitors as you can react quicker than they can. Chances are, your processes are more streamlined as they are geared towards doing one specific thing. The small, specialized business is unlikely to have the chain of command and management structure that can slow decision making down in organizations that have a broader focus.
Specialized businesses tend to be more productive than their generalist counterparts as their detailed knowledge of a narrow range of processes and markets mean they can produce more with less. The more bases you cover, the more organisational aspects come into play, and the slower the process becomes.
There are benefits in being a generalist, of course, however, if you’re a small operator and find yourself highly vulnerable to the whims of search engines, then it can pay to take a step back, tighten your focus, and try to dominate more specialist niches. The more general you go, the more competition you tend to encounter. The more competition you encounter in the SERPs, the harder you have to fight, and the more vulnerable you are to big data aggregators. The highly specialized are far more likely to fly under the radar, and are less vulnerable to big-brand bias in major verticals. The key to not being overly dependent on search engines is to develop enduring relationships, and specialization based on a strong, unique value proposition is one way of doing so.
Next article, we’ll look at differentiation by UX design and user experience.
Actually, they’re not words they’re acronyms, but you get my drift, I’m sure :)
It must be difficult for SEO providers to stay on the “good and pure” side of SEO when the definitions are constantly shifting. Recently we’ve seen one prominent SEO tool provider rebrand as an “inbound marketing” tools provider and it’s not difficult to appreciate the reasons why.
SEO, to a lot of people, means spam. The term SEO is lumbered, rightly or wrongly, with negative connotations.
Consider email marketing.
Is all email marketing spam? Many would consider it annoying, but obviously not all email marketing is spam.
There is legitimate email marketing, whereby people opt-in to receive email messages they consider valuable. It is an industry worth around $2.468 billion. There are legitimate agencies providing campaign services, reputable tools vendors providing tools, and it can achieve measurable marketing results where everyone wins.
Yet, most email marketing is spam. Most of it is annoying. Most of it is irrelevant. According to a Microsoft security report, 97% of all email circulating is spam.
So, only around 3% of all email is legitimate. 3% of email is wanted. Relevant. Requested.
One wonders how much SEO is legitimate? I guess it depends what we mean by legitimate, but if we accept the definition I’ve used - “something relevant wanted by the user” - then, at a guess, I’d say most SEO these days is legitimate, simply because being off-topic is not rewarded. Most SEOs provide on-topic content, and encourage businesses to publish it - free - on the web. If anything, SEOs could be accused of being too on-topic.
The proof can be found in the SERPs. A site is requested by the user. If a site is listed matches their query, then the user probably deems it to be relevant. They might find that degree of relevance, personally, to be somewhat lacking, in which case they’ll click-back, but we don’t have a situation where search results are rendered irrelevant by the presence of SEO.
Generally speaking, search appears to work well in terms of delivering relevance. SEO could be considered cleaner than email marketing in that SEOs are obsessed with being relevant to a user. The majority of email marketers, on the other hand, couldn't seem to care less about what is relevant, just so long as they get something, anything, in front of you. In search, if a site matches the search query, and the visitor likes it enough to register positive quality metrics, then what does it matter how it got there?
It probably depends on whos’ business case we’re talking about.
Matt Cutts has released a new video on Advertorials and Native Advertising.
Matt makes a good case. He reminds us of the idea on which Google was founded, namely citation. If people think a document is important, or interesting, they link to it.
This idea came from academia. The more an academic document is cited, and cited by those with authority, the more relevant that document is likely to be. Nothing wrong with that idea, however some of the time, it doesn’t work. In academic circles, citation is prone to corruption. One example is self-citation.
But really, excessive self-citation is for amateurs: the real thing is forming a “citation cartel” as Phil David from The Scholarly Kitchen puts it. In April this year, after receiving a “tip from a concerned scientist” Davis did some detective work using the JCR data and found that several journals published reviews citing an unusually high number of articles fitting the JIF window from other journals. In one case, theMedical Science Monitor published a 2010 review citing 490 articles, 445 of them were published in 2008-09 in the journal Cell Transplantation (44 of the other 45 were for articles from Medical Science Journal published in 2008-09 as well). Three of the authors were Cell Transplantation editors
So, even in academia, self-serving linking gets pumped and manipulated. When this idea is applied to the unregulated web where there is vast sums of money at stake, you can see how citation very quickly changes into something else.
There is no way linking is going to stay “pure” in such an environment.
The debate around “paid links” and “paid placement” has been done over and over again, but in summary, the definition of “paid” is inherently problematic. For example, some sites invite guest posting, pay the writers nothing in monetary terms, but the payment is a link back to the writers site. The article is a form of paid placement, it’s just that no money changes hands. Is the article truly editorial?
It’s a bit grey.
A lot of the time, such articles pump the writers business interests. Is that paid content, and does it need to be disclosed? Does it need to be disclosed to both readers and search engines? I think Matt's video suggests it isn't a problem, as utility is provided, but a link from said article may need to be no-followed in order to stay within Google's guidelines.
Matt wants to see clear and conspicuous disclosure of advertorial content. Paid links, likewise. The disclosure should be made both to search engines and readers.
Which is interesting.
Why would a disclosure need to be made to a search engine spider? Granted, it makes Google’s job easier, but I’m not sure why publishers would want to make Google’s job easier, especially if there’s nothing in it for the publishers.
But here comes the stick, and not just from the web spam team.
Google News have stated they may remove a publication if a publication is taking money for paid content and not adequately disclosing that fact - in Google’s view - to both readers and search engines, then that publication may be kicked from Google News. In so doing, Google increase the risk to the publisher, and therefore the cost, in accepting paid links or paid placement.
So, that’s why a publisher will want to make Google’s job easier. If they don’t, they run the risk of invisibility.
Now, on one level, this sounds fair and reasonable. The most “merit worthy” content should be at the top. A ranking should not depend on how deep your pockets are i.e. the more links you can buy, the more merit you have.
However, one of the problems is that the search results already work this way. Big brands often do well in the SERPs due to reputation gained, in no small part, from massive advertising spend that has the side effect, or sometimes direct effect, of inbound links. Do these large brands therefore have “more merit” by virtue of their deeper pockets?
SEO has helped level the playing field for small businesses, in particular. The little guy didn’t have deep pockets, but he could play the game smarter by figuring out what the search engines wanted, algorithmicly speaking, and giving it to them.
I can understand Google’s point of view. If I were Google, I’d probably think the same way. I’d love a situation where editorial was editorial, and business was PPC. SEO, to me, would mean making a site crawlable and understandable to both visitors and bots, but that’s the end of it. Anything outside that would be search engine spam. It’s neat. It’s got nice rounded edges. It would fit my business plan.
But real life is messier.
If a publisher doesn’t have the promotion budget of a major brand, and they don’t have enough money to outbid big brands on PPC, then they risk being invisible on search engines. Google search is pervasive, and if you’re not visible in Google search, then it’s a lot harder to make a living on the web. The risk of being banned for not following the guidelines is the same as the risk of playing the game within the guidelines, but not ranking. That risk is invisibility.
Is the fact a small business plays a game that is already stacked against them, by using SEO, “bad”? If they have to pay harder than the big brands just to compete, and perhaps become a big brand themselves one day, then who can really blame them? Can a result that is relevant, as far as the user is concerned, still really be labelled “spam”? Is that more to do with the search engines business case than actual end user dissatisfaction?
Publishers and SEOs should think carefully before buying into the construct that SEO, beyond Google’s narrow definition, is spam. Also consider that the more people who can be convinced to switch to PPC and/or stick to just making sites more crawlable, then the more spoils for those who couldn’t care less how SEO is labelled.
It would be great if quality content succeeded in the SERPs on merit, alone. This would encourage people to create quality content. But when other aspects are rewarded, then those aspects will be played.
Perhaps if the search engines could be explicit about what they want, and reward it when they’re delivered it, then everyone’s happy.
I guess the algorithms just aren’t that clever yet.