For every search you do, it considers all of those factors and then calculates a score for every possible matching page. The third reason that organic SEO remains significant is that Google Places operates on an algorithm similar to that used to generate its organic results. They are an ongoing effort to keep the search engine relevant for its purpose which is to help people find the information that they wanttofind. Themore threatsto this goal, themore diligently Google works to findways toovercome the threats. Before PageRank, web search was elementary.
That algorithm changed everything. I did all my projects from my keyboard, I hardly had to leave my room, thanks to PageRank. What happened?
The spirit handed him a PDA. On it was an obituary. Died on November 27, It has become an invaluable tool for work, school and leisure. The search algorithm used in the famous search engine is a tightly guarded trade secret. PageRank is the proprietary search algorithm that fuels the Google search engine. Privacy and identity ownership are constructed within a commercial web space such as Google, and Google controls the record.
This is a step by step process and requires a lot of effort from your side in order to understand the various terms involved in SEO techniques. This book is the brain-baby of Abdul Wahab Ahmad, Muhammad Ahmad Wahid and Ali Raza — three brains related with the search engine optimization process. Complete with an array of effective tactics from basic to advanced, this third edition prepares digital marketers for with updates on SEO tools and new search engine optimization methods that have reshaped the SEO landscape Novices ….
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The purpose of this book is to advise ecommerce business owners, executives, marketers and IT professionals on the ecommerce-specific tactics needed to increase organic search traffic. The next number of lessons are going to be about different backlinking strategies, but I wanted to start with this particular one because it is probably most familiar to you. However, due to time constraints, I had to withdraw the backlink building campaign all of a sudden! Be sure to check all ofthe search engines so you get the entire picture. Link Building Guides and Tips to think of a new strategy — or a twist on an existing strategy — to get a huge leg up on your competition.
Getting backlinks using eBay Sell items on eBay and offer to donate the profits to a charity. Many charities will link both to the eBay auction and to your site. Buy older established sites It may be faster to buy an old site with a strong link profile, and link it to your own site, than to try to start building authority links from scratch. You know that each of the URLs listed has qualified itself by doing the one thing you want done for you: link out. They got looser and looser in their behavior and got more and more rewarded for it In retrospect, 'Internet time' will prove to have been a hormonal thing.
The concept of Internet time also spawned a highly abnormal approach to company-building. Since time immemorial, most businesses had grown organically, using operating profits from early customers think Wal-Mart's first store in Bentonville, Ark. But the Internet craze--invariably described either as a "land grab" or a "gold rush"--turned the process on its head. First build a "brand," the thinking went. Then get eyeballs. Then turn them into paying customers. Then figure out how to make a business out of it.
If there is one element of the dot-com experiment that can be declared a categorical failure, it's this attempted creation of the instant company. Except in a handful of cases Amazon. It may also be an admonition not to put the marketing cart ahead of the horse. This quest for attention has taken on an increasingly desperate air: SocialNet's CEO is offering a date with herself; Half. The instant-company approach rested in part on voguish concepts like first-mover advantage and the "network effect," whereby the first company to build a major brand would "lock in" customers.
Brand familiarity does not necessarily breed loyalty, it concludes. Why anyone thought the Internet--where ease of entry attracts an immediate flock of imitators--would promote customer loyalty is hard to account for. As McKenna notes, the billions of dollars poured into venture capital every year are essentially a bet that customers will be disloyal to existing offerings.
Says Amar Bhide, a Columbia University professor who studies startups: "A lot of what people think of as first movers are really first succeeders. Many companies are finally capitulating to this reality. Venture capitalist Steve Jurvetson now has a litmus test for which companies to invest in. Or at least not as easily as the Internet incubators would have us believe. What began as a promising and sensible idea--that a cluster of startups could share services and a core of entrepreneurial expertise--rapidly devolved into a pandemic of me-tooism, with FORTUNE companies and year-olds alike scrambling to set up incubators; one estimate puts the total at Though the jury is still out on whether the best of the lot will create real value, the unsustainable stock prices of many of their offspring have many calling these idea factories "incinerators.
Drive down Highway from San Francisco to Palo Alto with the radio on, and you're apt to hear two or three dozen commercials for dot-coms. That may not be true in every case, but it does reflect the dot-coms' persistent confusion about who their customer is: the paying consumer or the capital markets.
Inside the bubble, many dot-com entrepreneurs were less interested in creating companies than in creating securities that would make them very rich. Quips David Roux of Silver Lake: "The company was something you had to put up with to create the security. As long as the bubble continued to inflate, this approach paid off handsomely.
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Unprofitable eyeballs could be made profitable simply by selling them to someone else, creating, in effect, a chain of ever-greater fools, beginning with the entrepreneur and ending with the investing public. Executives joked privately about seeking "dumb money. But then investors said no mas.
I didn't know what was high or what was low anymore. The following month a lot of people followed suit.
Don’t Be Too Defensive
Many welcomed the resulting April meltdown as a chance to refocus on an overlooked reality: Companies are built by slavishly winning over a real base of customers. But others aren't so sure the hysteria is over. It does seem hard to keep a good mania down. It would be tempting to conclude that the Internet economy was simply a figment of our financial imaginations, a chimerical conjuring of Jeff Bezos and friends, and that now things will return to normal.
But as Komisar argues, "the last couple years have fundamentally changed what 'normal' is. And guess what?
That is for sure wrong. Because here's the thing: While the Internet may not have disrupted the old industrial order, it has disrupted the old way of doing business--particularly the relationship between customers and corporations. Consider the power that companies must now put at customers' disposal, like it or not: customization tools, "choiceboards," decision-making data.
So equipped, customers are exerting ever more control over the economy's productive capacity, turning--in the words of Mercer consultants Adrian Slywotzky and David Morrison--from "product takers" into "product makers. Will stand-alone Internet companies have a part in this picture? Of course. One of the Net's demonstrable effects is the reduction of what economists call transaction costs, or the cost of interacting with other businesses.
As these come down, companies find it more economical to farm out functions once performed internally. The result is a host of small, narrowly focused companies like MyVirtualModel, a Canadian firm that provides a customizable 3-D mannequin for shopping sites like Lands' End. Indeed, every time a consumer makes a purchase from the Lands' End Website, she passes through a number of such largely invisible intermediaries. MyVirtualModel doesn't have ". For one thing, it's trying to make money not by upending but by supporting the retail infrastructure.
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It need not build its brand with Super Bowl ads. And it has--gasp! Or consider the company iChoose, which helps online shoppers do instant price comparisons and collects its revenues from retailers. As Nicholas Carr, an executive editor at Harvard Business Review, has noted, iChoose is essentially charging companies for the right to sell their wares at cut-rate prices--a model that manages to be enabling and disruptive all at once.
Meanwhile, the protean, evanescent quality that characterizes many dot-coms doesn't seem likely to go away.
Even those that do stick around will give up on seeking the once-coveted "sustainable competitive advantage" in favor of what some call "renewable competitive advantage" or "leverageable advantage"--using one temporary position of strength to hopscotch into another. Silicon Valley, that is, will continue to turn out not just technological innovations but managerial innovations too.
The dot-com boom spawned an immoderate number of "death of" and "end of" scenarios: the death of the salesman, the end of the travel agent, and so on. So far these folks are still with us. But as many basic transactions migrate online, big changes are in the offing.
It's already clear that stockbrokers can no longer make a living simply conducting trades; human resources professionals cannot make a living processing resumes; travel agents cannot make a living booking airline reservations. Talk to people in those professions, and you'll hear some variation on how they're moving into more "strategic" or "consultative" roles. Another bonus lesson: The Internet turns everyone into a consultant. Again, this shift is both enabling and disruptive.
On the one hand, many workers relish the end of order-taking drudgery. Warns John Sviokla, vice chairman of e-consultancy Diamond Technology Partners: "Salespeople will have to step up and add even more value. The dot-coms, meanwhile, have clearly ushered in a more entrepreneurial approach to careers. But in this case I had to say, 'You know, you really don't know that.
It's not an interview. It's a conversation about business strategy, and they'll decide whether or not to work here based on what you say. About a year ago Intel Chairman Andy Grove declared that within several years, "there won't be any Internet companies. All companies will be Internet companies, or they will be dead. Up to now we've been captivated by the story line of the online attackers vs.
But as the Internet becomes as deeply ensconced in business as, say, the telephone, the protagonists blur. Which brings us to the final lesson In the end, the biggest obstacle to building an Internet-based economy may be our eagerness to build it.
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In other words, since it hasn't happened in "Internet time," we conclude it won't happen at all. The past can be instructive at such moments. Consider, for example, the personal computer industry in Back then, an initial mania had turned into a bust, Apple was laying off workers, and some commentators were writing off PCs as a fad. Yet the serious wealth creation was still to come--most of it from companies no one had yet heard of, like Gateway and Dell.