Negative SEO vs Sabotage
Just about any independent SEO worth their weight who publishes a number of websites has at least once hit a snag & been filtered or penalized. A person can say "not me" but how do they operate optimally in both the short term and long term if they never operate near limits or thresholds? But now that Google has begun actively penalizing sites for unnatural link profiles & tightening these thresholds, competitors have been giving one another shoves. Some of the most widely highlighted examples of crappy SEO were not attempts at SEO, but intentional competitive sabotage.
Why Many SEO Thought Leaders Remain Ignorant About SEO
Recently there have been numerous claims that negative SEO doesn't work made by people who should know better.
Many of them don't know any better though, due to a combination of being naive, trusting public relations messaging as being the truth, and a general lack of recent experience on smaller sites.
If someone only...
- does consulting for large corporate clients
- works in house at a big company
- publishes a site about SEO and doesn't build & market sites in competitive areas
... it is easy to bleat on about how negative SEO isn't generally possible except for weak sites. Sites that (allegedly) deserve to be hit & must (obviously) lack quality to be so weak.
The Risk of Labeling "Spam"
As highlighted above, some of the most frequently & widely cited spam examples were not examples of spam, but examples of competitive sabotage. Thus anyone who recommends highlighting "spam" can potentially hose businesses that did nothing wrong.
Why Many SEO Consultants Pretend Success & Cheer Brand
Most sites focused on search typically write a syndication of Google fluff public relations and/or are doing cloaked sales pieces claiming that the death of spammers is great because they and their clients keep becoming more successful. Its all fake it until you make it / fake it until you too are driven out of the ecosystem & pretend things are always getting better even when signs point the other direction. This is done for a variety of reasons:
- not wanting to lose access to Google
- signaling you have experience working with big brands
- wanting to signal that you are a safe play in the marketplace
Nobody ever got fired for choosing IBM.
Marketers Sell Whatever Google Promotes
It is far easier to get paid to do nothing than it is to get paid to fight against the waves of the ocean.
So long as Google keeps feeding macro-parasites trying to kill off smaller & independent players you can expect a lot of consultants to push themselves as being a good fit for the big brands that Google is explicitly designing their algorithms around promoting. However this trend won't last forever. Many of those bigger sites are becoming ad networks & at some point Google will see that competitive threat for what it is. They will then decide "the user" would like a bit more diversity in the results & to see more smaller sites rank.
Most Businesses Must be Small
Much like wealth, business distributions follow power laws & most businesses are small in scale. Sure "build brand" is a nice cure all, but building a strong brand requires scale. Not all businesses have the margins required to build brands. And businesses take time to grow.
Quality vs Scale
Scale & quality are not the same thing. Some businesses are intentionally kept small because their owners feel scale requires compromising on quality. Remember the Olive Garden review that went viral, or what the biggest banks did to the global economy a few years ago?
Most Big Companies Start Off Small
Since going public in 1987, Fastenal has been the fastest growing public company. The company was started by a guy who was sorting bolts and nuts in his basement. Now that they are worth $13 billion they are virtually untouchable, but if 30 years ago online was a big sales channel & someone negative SEOed him his business could have been toast.
Big businesses come from small businesses, as does most innovation. However, if the underlying market is absurdly unstable that retards investment in growth and innovation in companies like Fastenal:
The Fastenal story began in November 1967 when company founder Bob Kierlin opened the very first Fastenal store in his hometown of Winona, MN. The front counter was a salvaged door, about a dozen people attended the "grand opening" weekend, and the first month's sales totaled $157.
One of the biggest failures of modern societies is the self-serving myth of too big to fail.
If SEOs believe that size of a business is the primary legitimate proxy for quality, they should either hire thousands of employees or go get a job at Wal-Mart.
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