中国巨人阿里巴巴准备成为下一个谷歌

当阿里巴巴上市后周五,在什么被广泛预计将成为最大的IPO不断,你会听到同样的问题,一遍又一遍:请问中国电子商务巨头进军美国,并与亚马逊竞争?
但是,这个问题得到阿里巴巴都错了。是的,它卖的东西在网上,但阿里巴巴是很自己的野兽。阿里巴巴和美国科技巨头 - 从之间绘制亚马逊谷歌和Parallels微软势必打破。比较的唯一真正的问题是,阿里巴巴有望成为就像巨大的,因为它们。
甚至更大。毕竟,不像亚马逊,阿里巴巴做了很多钱。
要理解阿里巴巴的成功,与它的潜力,你必须考虑一切阿里巴巴做,这是不容易凝结成这种快速的节奏。最近的Forrester研究报告中呼吁阿里巴巴“世界上最大的数字生态系统。”这样的描述听起来可能行话-Y和模糊的,但它提供了一个非常好的迹象的蔓生操作。
如果阿里巴巴可以重新创建它在中国取得了在世界其他地方的成功,其潜在影响是巨大的。
在消费者方面,阿里巴巴淘宝运营,这很像eBay和淘宝商城,其品牌,如苹果和优衣库的使用,接触,估计3.02亿网上购物者在中国。它运行全球速卖通,网站向中国境外连接消费者与出口国,并有一批购物网站,Jujuasuan。其旗舰网站Alibaba.com,处理批发业务对企业的电子商务,一个巨大的市场,无论是亚马逊也尚未易趣网上占主导地位。它具有体积小企业对小企业的市场,1688.com。它提供云计算在亚马逊网络服务的方式。
阿里巴巴还依赖于在线支付巨头支付宝,也就是现在大于PayPal和用于购买产品的整个阿里巴巴的网站。阿里巴巴没有自己的支付宝彻底的,这意味着它不会被包括在首次公开招股。但连接显示究竟有多少角落阿里巴巴的品牌延伸到。它的投资通讯,在线视频,以及骑,欢呼服务Lyft。假设阿里巴巴可以在中国在世界上复制其统治地位,甚至一小部分其他地区,其潜在影响是巨大的。
“我们不是一家公司来自中国,”阿里巴巴创始人兼首席执行官马云告诉潜在投资者,根据彭博“我们是一家互联网公司,恰好是在中国。”
阿里巴巴甚至有自行车停车场,硅谷的主食。
阿里巴巴甚至有自行车停车场,硅谷的主食。 Leighklotz | CC BYND

利润电源

但是,不要只相信花言巧语。相信号。
在整个阿里巴巴的消费市场中销售总额为296十亿在过去的一年中,该公司报告在八月底。相比之下,易趣在2013年出售了价值76.5十亿的商品,只有大约$ 5十亿多比阿里巴巴在移动设备上单独出售。比较与亚马逊的麻烦,该公司报告略低于74.5 $十亿去年营收,但这一数字并不包括第三方商品的大规模量在网站上销售的价值,并经常派出了亚马逊的仓库
但无论具体数字,阿里巴巴做大量的业务并与亚马逊,它的业务更有效。不同于亚马逊,阿里巴巴并不拥有自己的库存。交易市场办理出售,而不是自己的东西。即使是阿里巴巴的物流运作中存在协调交货,而不是让他们。
多的钱,但是,最有潜力的资源,把阿里巴巴在同一基础上为谷歌,亚马逊,还是FACEBOOK的数据。
通过保持其开销主要是数字,阿里巴巴已经成功地实现了另一个层面的利润率从那些即使是最出色的硅谷公司,要少得多,目前尚未上市的任何公司。在最近的财年,阿里巴巴的净利润率,净利润除以收入是大于44%,即不断攀升,在过去几年中的人物。“这是很了不起的,因为公司大,”布赖恩·汉密尔顿,金融数据交换中心的创始人之一说Sageworks
亚马逊的净利润率在2013年,经过比较,不到1%。在谷歌和苹果去年的净利润率,同时,徘徊在略高于20%。
需要明确的是,阿里巴巴是不是把在附近的任何地方现金巨量任何这些公司,至少目前还没有。其最近报告的年收入总额稍低于$ 8.5十亿,年净利润仅高于$ 3.7十亿。而在美国阿里巴巴的未来潜在的竞争对手都报告了,因为他们多少钱倒入增长,无论是在谷歌的很多并购,亚马逊的许多仓库,还是苹果庞大的供应链的形式,部分小的利润。越来越大的比最大化更重要的是,这些公司的利润,但苹果和谷歌有足够的那些了。
由于这些公司的股价已经表明,华尔街这一做法没有问题。尽管其IPO周围的热情,投资者可能没有耐心随着时间的推移,如果阿里巴巴不还积极地度过它与一个明确的目标朝着一个更大的未来的钱。如果其IPO来到附近十亿的近22美元它的预期产生的任何地方,阿里巴巴将有更多的花费比以往任何时候。

数据驱动

多的钱,但是,最有潜力的资源,把阿里巴巴在同一基础上为谷歌,亚马逊,还是Facebook的数据。电子商务在整个阿里巴巴的许多移动平台的绝对数量意味着该公司可能拥有的消费行为中最大的消费市场的行星市场,其消费能力持续增长的最全面,最详细的图片。
根据Forrester的分析,中国网络企业往往从他们的美国同行在他们的全面性不同。尽管亚马逊主要以购物和谷歌与搜索相关的,尽管他们的许多其他企业,阿里巴巴在中国的主要竞争对手瞄准自己影射到客户的线上和线下的生活尽可能多的方面。
“有了很大的深度和洞察消费者行为的广度,阿里巴巴将能够组装它的消费者非常详细的资料 - 这将使它成为更聪明,卖远,”Forrester分析师布莱恩·王写道。
许多问题还是狗的阿里巴巴,其中质疑公司治理,中国的不确定的监管环境,以及与其他中国互联网巨头的竞争。但在阿里巴巴的青睐是深度和数据的广度是把它在同一个联盟为美国的最大的技术平台。该公司在中国以外市场设计的具体细节尚不清楚。它会采取阿里巴巴十年来蚕食在谷歌或亚马逊对他们主宰市场的抓地力。即便如此,他们需要警惕。企业已建成的,即企业批量地生产出利润,并创造一些顶上的基础上更大的潜力,阿里巴巴可以合理地设置它的竞争力着眼于任何高科技公司在世界上。

Chinese Giant Alibaba Is Ready to Become the Next Google

    • When Alibaba goes public Friday, in what is widely expected to be the largest IPO ever, you’ll hear the same question over and over: Will the Chinese e-commerce giant expand into the U.S. and compete with Amazon?
  • But that question gets Alibaba all wrong. Yes, it sells stuff online, but Alibaba is very much its own beast. Parallels drawn between Alibaba and U.S. tech giants—from Amazon to Google to Microsoft—are bound to break down. The only real point of comparison is that Alibaba is poised to become just as giant as they are.
    Or even bigger. After all, unlike Amazon, Alibaba makes a lot of money.
    To understand Alibaba’s success—and its potential—you have to account for everything Alibaba does, which is not easy to condense into an elevator pitch. A recent Forrester Research report called Alibaba “the world’s biggest digital ecosystem.” That description may sound jargon-y and vague, but it provides a pretty good indication its sprawling operation.
    IF ALIBABA CAN RECREATE THE SUCCESS IT’S ACHIEVED IN CHINA IN OTHER PARTS OF THE WORLD, ITS POTENTIAL REACH IS VAST.
    On the consumer side, Alibaba operates Taobao, which works much like eBay, and Tmall, which brands like Apple and Uniqlo use to reach out to an estimated 302 million online shoppers in China. It runs AliExpress, a site to connect consumers outside China with exporters, and a group shopping site, Jujuasuan. Its flagship site, Alibaba.com, handles wholesale business-to-business commerce, a huge market that neither Amazon nor eBay yet dominates online. It has a small business-to-small business marketplace, 1688.com. And it offers cloud computing in the style of Amazon Web Services.
    Alibaba is also tied to online payments giant Alipay, which is now bigger than PayPal and is used for buying products across Alibaba’s sites. Alibaba doesn’t own Alipay outright, which means it won’t be included in the IPO. But the connection shows just how many corners the Alibaba brand extends into. It has investments in messaging, online video, and ride-hailing service Lyft. Assuming Alibaba can replicate even a fraction of its dominance in China elsewhere in the world, its potential reach is enormous.
    “We are not a company from China,” Alibaba founder and CEO Jack Ma told potential investors, according to Bloomberg. “We are an Internet company that happens to be in China.”
    Alibaba even has bicycle parking, a Silicon Valley staple.
    Alibaba even has bicycle parking, a Silicon Valley staple. Leighklotz | CC BY­ND

    The Power of Profits

    But don’t just believe the rhetoric. Believe the numbers.
    Sales across Alibaba’s consumer marketplaces totaled $296 billion over the past year, the company reported at the end of August. By comparison, eBay in 2013 sold $76.5 billion in merchandise, only about $5 billion more than Alibaba sold on mobile devices alone. Comparisons with Amazon are trickier—the company reported just under $74.5 billion in revenue last year, but that figure does not include the value of the massive volume of third-party merchandise sold on the site, and often sent out of Amazon’s warehouses.
    But whatever the precise figure, Alibaba does a huge amount of business—and compared to Amazon, it does business much more efficiently. Unlike Amazon, Alibaba doesn’t own its own inventory. Its marketplaces handle the selling, not the stuff itself. Even Alibaba’s logistics operation exists to coordinate deliveries, not to make them.
    MORE THAN MONEY, HOWEVER, THE RESOURCE WITH THE MOST POTENTIAL TO PUT ALIBABA ON THE SAME FOOTING AS A GOOGLE, AMAZON, OR FACEBOOK IS ITS DATA.
    By keeping its overhead mainly digital, Alibaba has managed to achieve profit margins in another dimension from those of even the most exceptional Silicon Valley companies—much less any company that has yet to go public. In its most recent fiscal year, Alibaba’s net profit margin—net profits divided by revenue—was greater than 44 percent, a figure that has climbed steadily over the past few years. “That is extraordinary for a company that large,” says Brian Hamilton, co-founder of financial data clearinghouse Sageworks.
    Amazon’s net profit margin in 2013, by comparison, was less than 1 percent. Net margins at Google and Apple last year, meanwhile, hovered at just above 20 percent.
    To be clear, Alibaba isn’t bringing in anywhere near the sheer amount of cash as any of these companies, at least not yet. Its most recently reported annual revenue totaled a little under $8.5 billion, and annual net profit just above $3.7 billion. And Alibaba’s potential future competitors in the U.S. are reporting smaller margins in part because of how much money they pour into growth, whether in the form of Google’s many acquisitions, Amazon’s many warehouses, or Apple’s vast supply chain. Getting big is more important to these companies than maximizing profits—though Apple and Google have plenty of those, too.
    As the share prices of those companies have shown, Wall Street has no problem with that approach. Despite the enthusiasm surrounding its IPO, investors could grow impatient over time if Alibaba doesn’t also aggressively spend the money it makes with a clear vision toward a bigger future. And if its IPO comes anywhere near the almost $22 billion it’s expected to generate, Alibaba will have more to spend than ever.

    Data Driven

    More than money, however, the resource with the most potential to put Alibaba on the same footing as a Google, Amazon, or Facebook is its data. The sheer volume of commerce moving across Alibaba’s many platforms means the company likely has the most comprehensive and most detailed picture of consumer behavior in the largest consumer market on the planet—a market whose spending power continues to grow.
    According to Forrester’s analysis, Chinese online companies tend to differ from their U.S. counterparts in their comprehensiveness. While Amazon is mainly associated with shopping and Google with search, despite their many other ventures, Alibaba and its primary competitors in China aim to insinuate themselves into as many aspects of customers’ online and offline lives as possible.
    “With great depth and breadth of visibility into consumer behavior, Alibaba will be able to assemble a highly detailed profile of its consumers — which will allow it to become much smarter and sell far more,” Forrester analyst Brian Wang writes.
    Many questions still dog Alibaba, among them doubts about corporate governance, China’s uncertain regulatory environment, and competition from other Chinese internet behemoths. But in Alibaba’s favor is that depth and breadth of data that puts it in the same league as the biggest U.S.-based tech platforms. The specifics of the company’s designs on markets beyond China are not yet clear. And it would take Alibaba years to chip away at the grip a Google or an Amazon has on the markets they dominate. Even so, they need to be wary. Between the business it has built, the profits that business churns out, and the potential to create something much greater atop that foundation, Alibaba could reasonably set its competitive sights on any tech company in the world.BY MARCUS WOHLSEN

What Makes Enterprise SEO And Does Your Site Need It?

seo1-ss-1920
Most businesspeople have a good idea what an enterprise company is: either a Fortune 1000 or Global 2000 company (basically, a really big corporation). But what makes an enterprise website – i.e., a site that will benefit from enterprise SEO?
When it comes to enterprise SEO, it’s less about the size of the company and more about the number of pages, especially products or services. If your website has 1,000 or more products, it may be an enterprise site.
Take T-Mobile, for example. In its mobile phones and tablet support section, Bing indexes 34.4k pages and Google indexes 41.7k pages. It has specific product pages for every device the company supports.
t-mobile phones
T-Mobile is a classic example – it’s the number of pages that makes this an enterprise website, not the size of the business.
A Fortune 1000 company can have a small website. Express Scripts Holding has 681 indexed pages. Berkshire Hathaway has 796 indexed pages. These are medium-sized websites, and lots of their pages consist of press releases or financial reports. While these smaller sites may benefit from enterprise SEO techniques, a lot of SEO practitioners and webmasters would hesitate to call them enterprise sites.
The opposite is true, too: yours does not have to be a big company to have an enterprise website. I think everyone can agree that Wikipedia, Search Engine Land and Ars Technica are enterprise sites based on the sheer amount of content.
Authority is another divider between enterprise and non-enterprise sites, at least for the sake of SEO. Websites with lots of external links and other authority factors will have more PageRank to pass to deep pages. Popular sites may benefit from Google’s supposed brand bias as well.
By contrast, there are a lot of online stores with 1,000 products but just 300 links. The actual number of pages vs. links doesn’t matter. It’s lots of pages, but few links and little authority.
Websites like this exceed their ranking strength. They are unlikely to possess enough authority to rank deep pages, except for low-traffic and specific long-tail queries. Without sufficient juice, these deep pages may not get indexed and deep crawls will be few and far between.

Hallmarks Of Enterprise SEO

There are four hallmarks to enterprise SEO:
  1. Keyword Selection
  2. Automated rules
  3. Optimized Templates
  4. Fastidious Data Entry

1. Keyword Selection

Like all SEO, enterprise SEO begins with smart keyword selection. The emphasis should be on selecting high- and medium-tail keywords that make good categories and subcategories, and can be combined with other words to make long tail queries.
See if you can discern the keyword and title tag pattern I’ve created:
Phones, Tablets & Devices
  • Android Phones, Tablets & Devices
    • Samsung – Android Phones, Tablets & Devices
      • Samsung Galaxy  – Android Phones, Tablets & Devices
        • Samsung Galaxy S5 – Android Phones, Tablets & Devices
        • Samsung Galaxy S4 – Android Phones, Tablets & Devices
        • Samsung Galaxy S3 – Android Phones, Tablets & Devices
    • HTC - Android Phones, Tablets & Devices
      • HTC Amaze 4G – Android Phones, Tablets & Devices
      • HTC Flyer – Android Phones, Tablets & Devices
      • HTC One – Android Phones, Tablets & Devices
  • Apple iOS Phones, Tablets & Devices
    • iPhone – Apple iOS Phones, Tablets & Devices
      • iPhone 5 – Apple iOS Phones, Tablets & Devices
      • iPhone 5S – Apple iOS Phones, Tablets & Devices
      • iPhone 5C – Apple iOS Phones, Tablets & Devices
      • iPhone 4 – Apple iOS Phones, Tablets & Devices
      • iPhone 4S – iOS Apple Phones, Tablets & Devices
    • iPad – Apple iOS Phones, Tablets & Devices
      • iPad Air – Apple iOS Phones, Tablets & Devices
      • iPad Mini – Apple iOS Phones, Tablets & Devices
      • iPad Mini with Retina Display – Apple iOS Phones, Tablets & Devices
In the example above, Phones, Tablets & Devices is the main keyword phrase, and so it appears at the end of each title tag.
From there, I chose to organize the pages according to the following hierarchy: operating system > brand > product line > individual product
Note that not every item in that hierarchy is applicable in every case. For example, the iOS operating system is used only by one brand (Apple), so those two levels in the hierarchy can be combined into one:
  • operating system/brand (Apple iOS)
    • product line (iPhone or iPad)
      • individual product (various models of iPhone and iPad)
Similarly, none of the HTC products listed above share a common product line, so that level in the hierarchy is not necessary. The Samsung section is the only one where all 4 elements of the hierarchy apply.
Importantly, at the deepest level within each group, I create a page for each specific product.
Notice how each page title incorporates the keywords from the pages one level up. This logical progression generates long-tail queries.

2. Automated Rules

The title tag naming conventions outlined above represents a set of rules. Good enterprise content management systems let you create rules that set up pages and load them with content. Imagine receiving a spreadsheet or database with 5,000 products. Do you want to set up these pages one by one? Can you? What if you have to have the pages up in a day?
The rules have to be flexible. With Galaxy, I went from Android to Samsung to Galaxy to the phones. With Apple, I went from Apple to the device type to the phones and tablets. Not every set of products will break down the same way.
At the very least, automation should create the URLs, title tags, H1 tags, breadcrumb navigation links, and canonical tags.

3. Optimized Templates

Templates are pages of code that contain your HTML, Javascript and CSS. (Hopefully, the Javascript and CSS are mostly in external files.) Think of these as blueprints for each type of page. They contain hooks, little code snippets. When the content management system sees a hook, it grabs the right content for the page from a database.
A template will have all the proper tags (meta description, image alt, machine readable markup) so you do not have to optimize one page at a time. Anyone who administers WordPress or a blog will be familiar with this.
At the enterprise SEO level, templates need a bit of intelligence. The last thing anyone wants is a webpage with holes in the text created by empty database fields. This means they have to recognize when data is not present and adjust accordingly. They also have to be flexible enough to handle variations, like different numbers of images on different pages.
Templates also guide design. This is what can make your pages responsive so they load and look good on any screen or device.

4. Fastidious Data Entry

The best automation and templates are useless without good content. Somewhere along the line, someone has to type everything that goes into the database. Selection of categories and subcategories must be consistent.
A major mistake lots of enterprise sites make, especially ones that receive content and data from suppliers, is to use the stock text.
First, you have to make certain what you receive will work with the categories you set-up and your automation rules.
Second, if you get stock text from a supplier, so will everyone else who uses the same supplier. It’s very likely your website will have the same text as other sites unless you rewrite everything. In an Internet filled with duplicate text, rewriting everything may be the thing that gets your site on the top pages.

Final Thoughts

Performing SEO for a website with hundreds or even thousands of products is no easy task, even with proper automation and optimized templates in place. Even if you aren’t a Fortune 1000 company, you may be in need enterprise SEO if your site is large enough.

ABOUT THE AUTHOR>Thomas Schmitz is a longtime Internet marketing analyst and consultant specializing in inbound marketing, social media and SEO. He enjoys helping enterprise brands organize their Web presence and grow search engine and referral traffic. 

Experts Weigh In On Google’s “Pigeon” Update Aimed At Improving Local Search Results

The “Pigeon” update (the name Search Engine Land gave it in absence of an official name from Google) aims to deliver improved local search results, with enhanced distance and location ranking parameters.
According to Google, the new local search algorithm ties deeper into the site’s web search capabilities, leveraging hundreds of ranking signals, along with search features like spelling correction capabilities, synonyms and Google’s knowledge graph.
Search Engine Land reported last week on how the “Pigeon” update solved Google’s “Yelp problem,” with local directory sites already experiencing improved visibility in Google search results:
It looks like Yelp and other local directory-style sites are benefiting with higher visibility after the Pigeon update, at least in some verticals. And that seems logical since, as Google said, this update ties local results more closely to standard web ranking signals. That should benefit big directory sites like Yelp and TripAdvisor — sites that have stronger SEO signals than small, individual restaurants and hotels are likely to have.
Now that we’re a week out, we asked a few local search experts what they have seen since Google set its “Pigeon” update free. Here’s what they had to say:

David Mihm, Director of Local Search Strategy at Moz

Overall, this update seems like an amplification of the previous silent Hummingbird update from last fall.  Just like last time, I would argue that the quality of the SERPs has been downgraded, with “search results within search results” (i.e. directories) getting rewarded relative to their pre-Pigeon position.
Directories with strong brands (like Yelp, as Matt McGee already pointed out) often show up multiple times for the same search, especially on recovery searches for specific small businesses – many of which occur when the searcher clicks a Carousel result.  But they’re even prevalent on far less-specific discovery searches, and on searches performed on mobile devices (in my own limited testing).
I fail to see how this is an improved, let alone a good, experience for searchers.
The outcome of Pigeon unfortunately rewards Yelp’s recent “whining,” and with the EU antitrust settlement largely behind them, it seems an odd time to move the SERPs in this direction.
A number of folks have commented in places like Max Minzer’s Local Search community, and Casey Meraz highlighted it as well, that there seem to be many more two and three-packs than there were before, which takes even more real estate away from small businesses and increases the relative opportunity for directories.
Perhaps in competitive industries where most companies have already maximized citations, reviews and user-generated content about their businesses, it is simply getting harder and harder for Google to identify the best of the best businesses by place-related signals?  That defeatism seems decidedly un-Google, however.
I’m at a bit of a loss as to any economic benefit this boost to directories (with easier-to-reach, larger Adwords budgets) might provide Google, but I’m looking forward to hearing what other commenters have to say.

Greg Gifford, Director of Search and Social at Autorevo

In the automotive niche, we seem to be isolated a bit from the crazy effects we’re hearing about elsewhere. In some cities, we haven’t even seen a significant shift in map pack rankings (any more than what we’d see on a monthly basis anyway).
We’re still seeing map packs on auto dealer related search queries, and the vast majority of results are mostly the same.
We have noticed a few random anomalies though. In the past, “used cars CITY” always brought up a map pack. We’ve seen a few isolated cities where the map pack has disappeared for that query. For example, in Louisville, Kentucky, in an incognito search with location set to Louisville, we saw:
  • “used cars” = seven-pack
  • “used cars louisville” = no map pack
  • “used cars louisville ky” = three-pack
Before Pigeon, those would have all resulted in seven-packs. Other than a few random map pack switcheroos like that, we’re not seeing much difference.

Nicole Hess, Senior SEO Strategist at Delphic Digital

After reading about the potentially spammy results being brought in by the newest Google local algorithm update, I immediately began wondering the affect of it on several of my clients.
First and foremost, a national client of mine has hundreds of locations that conduct business independently and need organic traffic to produce valuable business leads.  I began digging into the data to spot any trends that already may be happening or developing and take action on it.
In reviewing the local rankings pack, I did not find spammy results creep into listings; although, I have seen this in some searches – such as “Casino” and “Interior Design” – but not in this client’s space.
My three primary observations:
  1. Locations not appearing in local results: There were a few locations that are not appearing in the local pack of results, though at some previous point did appear there. The average drop in traffic for a location that is no longer in the local pack is 16% less traffic month over month (and this is in a good season where overall organic traffic is increasing).
  2. Locations appearing in local results, less traffic: Of the 50 locations I reviewed, seven are receiving less organic traffic month over month, though still rank in the Local results and have the same organic rankings. Five of the seven locations rank second in a pack of seven local results and for each of these, there are paid ads with star ratings that appear above the local pack.
  3. Locations getting more traffic: Ten of the 50 locations I reviewed are receiving more organic traffic, on average 24% more organic traffic than the same week of the previous month.  Each location ranks in the local pack and most rank No. 1 or No. 2 in the local pack. Their organic rankings have also maintained steady positions month over month, so that factor can be eliminated.
Also, while there were still paid ads, most listings had paid ads that didn’t have star ratings to detract from the organic results. Noting that this is a good season for the client where organic traffic is improving in general, I’m not ascribing all the lift to the local pack rankings, though the lift in traffic for these locations is greater than the month over month lift in organic traffic overall.
So it appears there has been some favorable shifts caused by Pigeon driving more organic traffic.
From what I have witnessed, some local ranking shift has occurred and is driving more organic traffic to several locations. Being out of the local pack correlates with a loss of organic traffic for a few locations. A loss of organic traffic is also occurring where listings are competing against paid ads that have star ratings.

Andrew Shotland, Local Search Engine Optimization Consultant at LocalSEOGuide.com

We are really interested in how this update moved Google more in the direction of hyperlocal search. Something that has been flying under the radar on this update is the neighborhood specific location settings that previously seemed to be just a test are now live everywhere as far as I can tell.
I am also seeing a number of the local directory type sites I work with have almost all seen five to ten percent increases in organic traffic since the update. This lines up with the contraction and elimination of many of the local pack results that others are reporting. Directories would be one of the benefactors of this.
We are waiting to see if this holds over the next week before publishing any of the data. It’s highly likely there will be a fair amount of algo “tuning” so I wouldn’t be surprised if the results we are talking about change dramatically over the next few days or weeks.

Mike Blumenthal, Search Expert and author of Google Places and Local Search blogBlumenthals.com

To a large degree the jury is still out on the what, whys and outcomes of the recent Local algo update. Things have been changing since the roll out Thursday evening and are just now stabilizing.
Things we do know: there seem to be fewer seven-pack results than before although the drop is not as big as first reported as Google seems to have changed the impact of some local query modifiers. It was originally reported as a sixty percent drop in MozCast, and by their metric it was. However many of their search queries no longer seem to function the same way.
Things that seem to be “more so” since the change include:
  • Localization of geo search results appear to have increased based on user’s location.
  • Brands appear to have benefited with additional listings in the pack results and more three-packs.
The update does appear to have reduced duplication between the organic and local results. After the October 2013 update that ended blended results, a number of sites were seeing both organic and local pack results. Those seem to have been reduced to one or the other.
The directories, at least anecdotally, appear to have benefited from the change.
On many searches the radius of the “view port” of the Map has changed. This obviously leads to an effective ranking shake up as the businesses visible within the view have changed. On some searches we are seeing cross geo border expansion of the port and on others a reduction in the radius, totally excluding the locations in the burbs.
Whether this is a cause or effect, we simply can’t yet tell but it does lead to turmoil in the rankings.
One could group this update with a number of other recent Google updates that have reduced visual “distractions” from the main search results; loss of video snippets, the loss of author photos, reduction in the number of review stars shown, etc. etc.
The impact is still unclear; we will have to wait for analytics data to accumulate to assess the net of the change both specifically and more broadly.

Mary Bowling, Co-founder at Ignitor Digital

I think it’s too soon to tell what may be temporary and what might stick, but overall I think Google may be trying to hyper-localize desktop results more.
Google has made several moves lately for the purpose of better aligning desktop and mobile results. Google’s interpretation of the searcher’s location may now be playing more into which results they see on their desktop, just the way it has been playing into which results they see on smartphones.
Some of the things people are reporting are a reduction in the number of local packs seen in the SERPs and a widespread reduction from 7 results in the local packs to 3 results. This may also be an attempt to better mirror on the desktop what mobile searchers see.

Chris Smith, President and Strategist atArgent Media

It’s actually still early to definitively state precisely what all Google may have changed to produce the results we’re seeing. While it is very clear that a significant number of local search queries have stopped displaying local search results, some of the anecdotal reports have been a bit too all-encompassing in declaring particular search queries as “no longer displaying local packs.”
For instance, while the term “house rentals” appears to invoke the local pack in far fewer cases, there are still significant markets where that query continues to invoke local pack results (at least, when I test the search in combo with city names). Searching for “house rentals estes park” or “house rentals gatlinburg” still has good seven-packs of local listings embedded in the SERP.
This suggests that the part of the search results page composition algorithm that handles determining when to serve local pack results has undergone a revision rather than elimination for many of these effected terms. The dial has been turned back some, if you will, and other qualifying elements have been introduced in how it functions.
Specificity of the query is an additional element. When Google first began displaying the local pack, they inferred locality intent associated with queries like “house rentals” or “pizza”, etc. For whatever reason, the assumption of local intent has now been dialed back in a number of cases, most likely based upon some sort of usability testing, or out of desire to further reduce “clutter” in search results.
Overall, the news that this update bumps up web search ranking signals more so than some of the local factors doesn’t necessarily pose a huge fear factor for local businesses. On the other hand, local companies that were enjoying good local pack rankings, despite having an SEO-weak website presence, will now have to step up their game in order to recover.
Some have reported spammy local companies have enjoyed better rankings since the update; but, I don’t think the dust has altogether settled. These companies may have a lot more to fear after another few weeks.
Finally, some directory sites appear to have benefited. To me, the recent shift has heavily benefit Yelp (I think they likely need to Shut-The-Front-Door on whining about Google mistreatment). Yellowpages.com also appears quite prominently in my sampling, as well as some vertical directories.
Some of the more marginal, less-popular online yellow pages and business directories are not all that visible or prominent these days. In some business category and market combinations, the organic search results are more populated by these directory sites than by the websites of local businesses – which will necessitate a bit of a shift in local companies’ online strategies.
If these ranking changes for local-intent queries were intentional upon Google’s part, it seems clear that they feel that there are many cases where searchers desire to perform comparative research to decide upon businesses prior to selecting listings. Businesses will have to adjust their strategic approaches accordingly.

Google更新“鸽子”算法,离你最近的搜索对象将获得最高的排位


这是谷歌继去年的“蜂鸟”之后又一次更新搜索引擎的算法,“鸽子”这个代号并非是谷歌官方的称谓,而是搜索引擎博客SEL自己起的代号。因为从 2012 年的“企鹅”开始,谷歌喜欢用一种鸟类来冠名自己的的搜索引擎算法更新。就像苹果之前用猫科动物来命名 Mac OS 版本一样。
如果说“蜂鸟”是谷歌对搜索进行的一次外科手术。那么“鸽子”就是涂上了 LBS 药剂的贴膏。它是根据搜索者的地理位置信息重新调整网页的排名。比如当搜索“Pizzahut Yelp”时,排在第一位的将是离你最近的必胜客餐厅在 Yelp 的评分,而不是之前必胜客在 Yelp 的主页或者必胜客的官网。右侧出现的卡片也将是这家餐馆的地理位置和用户在 Yelp 上的评论。
当你仅仅搜索“必胜客”的时候,排在最前面的也不会是必胜客的官网或者 wikipedia 词条,而是附近必胜客餐厅在各种各样生活服务网站上的页面。
目前“鸽子”算法只有美国的谷歌用户可以体验到,暂时还没有向其他地区扩散的时间表。毫无疑问,这样的算法更新会让用户享受到便利的 LBS 服务,极大提升生活服务网站的流量,但是这也引起了争议。一些人担心这种算法会助长 Yelp 等生活服务巨头的竞争优势。Twitter上有一个叫YelpIsEvil的用户控诉,Yelp 在谷歌搜索结果中显示的用户评价是经过过滤的。
这个信息是否属实36氪也无法查证,但是 Yelp 曾经由于过滤了 20% 的店铺评价遭遇集体诉讼。Yelp 当时辩解说他们只是隐藏了有嫌疑的垃圾信息。

如果你打算开始创业,听我说...So you’re thinking of starting a company and you’ve asked me for advice

As I start to get more known in my personal and professional circles for starting a company, I’ve been approached for advice many times on when/if one should start a company.
随着我的创业经历越来越丰富,有越来越多的人开始向我寻求创业的建议,比如“我该不该创业”、“我什么时候创业比较好”等等。
My answers have changed over the years as my experiences have changed. In the beginning, I’d encourage people to take the jump, but now I don’t.
对于这些问题,我的答案随着我经历的变化而不断变化。最开始,我会鼓励人们勇敢的去创业,但现在,我绝对不会再这样做了。
I love being a founder. I love our company and, while it’s been hard and tiring, I would do it all over again 100 times if I could. When I first started getting these questions I would answer with enthusiasm.
“Do it. It’s awesome! Hard work, but so worth it.”
I answered this way because I had some assumptions about everyone that turned out to be wrong.
I assumed anyone could do it. I assumed people could handle the pressure, the emotional commitment, the time commitment. I assumed people could handle the hard work — hell, I assumed people liked the hard work. I assumed that the work wouldn’t be hard for them, just well, hard work. I guess I assumed hard work wasn’t hard in-and-of-itself but more just something that required elbow grease. Willpower. Fortitude.
I can relate it best to running (back when I did that…). Running isn’t hardper-se, as in, it’s not a hard problem. The steps to becoming a decent runner are obvious — what seemingly isn’t obvious is that you actually have to do them in order to become a decent runner. Shoes, pants, shorts, headbands, jackets, and/or apps contribute almost nothing to your running ability. The hardest problems—for me at least — in running are:
  1. Getting up early or late at night (before/after work) and running like you mean it.
  2. Not stopping.
That means you’re the only one to blame if you don’t start and you’re the only one to blame if you stop. There are no external factors here. No excuses. If you do #1 three times a week and #2 as long as you possibly can than you’ll become a decent runner.
#1 is what stops most people. Most people don’t even try. Most people give up after they’ve spent $200 on the outfit they look cool in.
#2 separates the posers from the winners. If you go out and run, then walk the first time you get tired. You have lost. Running is more mental than that. The relative energy to take one more step is so small that stopping when you’re first tired doesn’t make sense. Push past that. Sweat.
Being an entrepreneur is much like running. There are two things that make you fail. The first is not starting. The second is stopping. Giving up is not entrepreneurial. Giving up just means you’ve wasted all the opportunity cost you’ve forgone to start in the first place. You have to keep going when you’re tired. You have to keep going when you don’t want to. You have to keep going.
This is not a physical or intellectual hardship. This is purely emotional. It doesn’t matter how strong or smart you are. It’s not about how much you’ve thought, studied, worked out, planned, schemed, dreamt, or discussed. This is 100% about how much heart you have.
Entrepreneurship is a game of inches and you’ll win every inch the hard way. Fall in love with the process not the product, result, or goal.

When people asked me if they should start a business I used to say, “yeah do it”. Now I try and convince them not to.
I tell them about everything that can go wrong. I tell about everything they will miss out on. I tell them about how they will become a terrible friend, husband, father, or mother. I tell them how they will have to make choices that will make them feel awful. I tell them that they will be envious of the ones who didn’t start a company. They will wish they had weekends or that they had time to enjoy life itself. I tell them that they’ll feel defeated at the end of every day and that, to make it, they’ll have to get up before everyone else.
I tell them that their idea needs a lot of work. That the business model will need changing (if there is one — p.s. there should be one). That they might not be the right person for the job. I’ll tell them everything they’ve done so far is more or less useless and wont matter.
I do everything I can to try and get them to give up right in front of me. I do everything possible to get them to admit that they don’t really want to start a company — That it is not worth the trouble.
If I can convince them over one beer to stop, then they would have given up anyways. Something else would have made them stop, just much later on. I’m just saving them money, time, and their life.
If they’re crazy enough to proceed after all that then the beer is on me.They’ll need it.
我喜欢做一个创业者。我深爱着我一手创办起来的公司,虽然这其中付出了很多艰辛。就算让我重来一百次,我也还是会选择这么做。所以,当我最开始被问到关于创业的建议时,我会说:“Just do it!创业是一件很美妙的事情,虽然很辛苦,但绝对值得。” 我这么说,是因为我对于人们有一些预判和假设,但后来事实证明这些假设都是错的。
我假设每个人都可以承受创业过程的压力、情绪的波动、花费大量的时间;我假设大家能够完成这其中种种细碎繁重的工作,我竟然还假设大家都喜欢这样工作;我假设工作本身对于他们来说并没什么难的,而真正难的是这样的工作需要毅力和坚持。
这就好像跑步一样。跑步本身并没什么难的,要成为一个还不错的 runner 所要做的事情也是显而易见的,而人们往往会舍本逐末,忽视最重要的东西。很多人在开始跑步前先配齐一套装备:运动鞋、运动衣、发带、手环、app 一应俱全。其实,这些在帮助你成为一个好的 runner 方面几乎没有帮助。跑步最关键的事情就是两点:
1、早起,或者找晚上下班以后的时间,认认真真的跑步。
2、当你在跑步的时候,不要停,坚持!
这意味着,如果你今天没能早起跑步,或者你跑了几天就坚持不了了,你能怪的只有你自己,找不到其它借口了。如果你能坚持一星期里跑上 3 次,然后每次都坚持跑完你的目标,你迟早会成为一个好的 runner。
但是,仅仅是第一步,就能吓退很多人。很多人甚至都不去尝试。还有些人,花了 200 刀买了一套漂亮的运动服后,就完全忘记了自己其实是为了跑步才买的。
第二步则能够把真正的 runner 精萃出来。当你在跑步的时候,如果你一感到累了之后就马上停下来改为走路,那么你就失败了。跑步所蕴含的精神力量应该远远多过这个。当你累了的时候,坚持跑下去所耗费的能量其实并不多,很多时候是薄弱的意志力在作祟。
做一个创业者和跑步是很相似的。有两件事会导致你的失败:第一件事,你压根没有开始;第二件事,你停下了,放弃了。放弃绝对是创业者精神中的大忌放弃意味着你把你从鼓起勇气起步时到现在的所有机会都浪费了。当你觉得累的时候你得坚持下去,当你觉得你不想干了的时候,你还得坚持下去。总之,你必须坚持下去。
为什么坚持这么难?这种难并不是体力或脑力上的匮乏,而完全是情绪上的。你的身体有多好,或者你有多聪明都不重要,这不关乎于你的思考能力、学习能力、工作能力,也不关乎于你的计划有多完美、梦想有多诱人,这完全就取决于你的内心有多大的决心来做这件事情。
创业就是一个逐步前行的过程,每前行一小步都不容易。所以,你需要真心的投入这个过程,而非太过执着于最后的产品和结果正因为如此,当人们问我是否应该去创业时,我的答案已经从原来的“Just do it”变成了“No!”
我告诉他们,一个创业者都可能会面临什么样的状况:任何事情都有可能出错;你也许会变成一个很糟糕的朋友、老公、老爸、或老妈;你也许时常会不得不做出一个让你自己感到百爪挠心的决定;你也许会被还没开始创业的人羡慕,你实际上没什么好羡慕的;你会很希望能有一个周末,或者能好好度个假;也许每一天结束的时候你都会充满挫败感;糟糕的一天结束后,你在第二天仍然需要早早起床工作。
我也告诉他们,一个想法距离真正被实现出来还有着大量的工作要去做。比如,商业模式时刻需要调整(当然,首先你得有一个商业模式);也许你不是最适合来完成这件事情的人(强求自己去做一件不擅长的事情往往会很痛苦);也许你到现在做的所有的事情都是无足轻重的,用处不大。
我竭尽全力的去劝说我的朋友们放弃他们创业的想法,让他们意识到其实自己并不是那么想去创业,或者说没有那么大的决心去创业。如果一个人能在一扎啤酒下肚的功夫里放弃自己的创业梦想,那我真是帮了个忙,因为他们迟早会放弃的。即使有的人没有被说服,当他们开始创业,也一定会遇到我之前所说到的种种状况,然后再选择放弃。我真的想帮他们节省一些时间和金钱,还有生命。
当然,如果有人真的足够疯狂和执着,能在创业的路上一直走下去,那这顿酒我请了,因为他们真的很需要喝一顿......