#AND THEIR IDEAS OF WHAT CONSTITUTES 'GOOD ENOUGH' RESULT FROM THEIR FATAL FLAWS AND THEIR WORLDVIEWS AND UPBRINGINGS | Explore Tumblr Posts and Blogs

bring-it-all-down · 3 years

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I’d like to talk a little bit about why I think Black Sails, while definitely tragic, is NOT a tragedy. Rather, I think that Black Sails ultimately is more hopeful than tragic.

The literary conception of tragedy is divided into two types, Greek and Shakespearean. I’m in no way an expert on tragedy, but broadly speaking, in Greek tragedy, the plot must have unity (it must have a clear beginning, middle, and end) in order for the audience to reach some sort of emotional catharsis. Most importantly, though, the plot must be driven by a character’s pointless struggle to avoid their fate brought on by their hubris (an attempt to become like a god), which has been predetermined (largely from prophesies) and from which they cannot escape. For instance, everything Oedipus attempts to do to escape his fate of killing his father and marrying his mother only draws him closer to that fate.

Shakespearean tragedy, on the other hand, has a less clear beginning and plot, including many subplots that take place over a much longer period of time: it lacks the Greek elements of unity of plot, time, and place. Furthermore, the struggle is driven not by divine prophecy but by a character’s struggle between good and evil; the character is doomed not by an external power but by an internal failing. Thus, while the tragic hero in Greek plays gains full knowledge of the situation by the end, the Shakespearean tragic hero rarely gains self-knowledge. In essence, Greek tragedy is more plot-focused and Shakespearean tragedy is more character-focused.

Although Black Sails has a predetermined end thanks to both Treasure Island and the historical context of piracy, if it was to be a tragedy, it would be a Shakespearean tragedy, not a Greek tragedy. The plot is complex, focusing on a number of characters, and is driven largely by the characters’ internal struggles. However, the show differs in several key ways that ultimately prevent it from being a full tragedy.

Most importantly, Black Sails lacks a real tragic hero, who in Shakespearean tragedy is somebody well-regarded––often a member of the nobility––who is fundamentally a good person, but whose fatal flaw leads to his downfall and the downfall of society at large. As Tom McAlindon puts it in his article, “What is Shakespearean Tragedy?”:

The hero’s fall involves a self-betrayal or loss of identity which constitutes the breakdown in the balance of a richly-endowed nature, one in which feeling is so powerful that it is never far from the point of destructive excess...loosely speaking, then, anger and ambition (including pride, a sense of honor, and the desire for glory), and, on the other hand, love and grief, are the passions whose overflow brings disaster; and it should be stressed that the first pair are to be seen in as positive a light as the second (9-10).

This tragic hero frequently wants to do good, but is blind to the truth of reality, and his initial errors in judgment due to this blindness compound over time, leading to his destruction. Throughout this decline, the ‘hero’ status is maintained through a constant reminder of the environment in which the tragic hero exists; Othello’s paranoia, for instance, is in part a product of the racism in Venetian society. Furthermore, the tragic hero is always juxtaposed by a manipulative figure who knowingly attempts to rouse the hero’s passions for his own gain.

In Black Sails, the person who most closely matches this description is Flint, a high-ranking pirate who commands the respect of his inferiors. Flint certainly is driven by some continuously shifting combination of ambition, love, and grief. His entire project is one dedicated to honoring Thomas’s memory, but it’s also very true that Flint enjoys being in power. He relishes the opportunity to take back command of the Walrus from Dufresne, and as much as he sees his crew as men rather than animals, he absolutely believes himself superior to them. His penchant for murdering those who stand in his way is constantly justified to us through reminders that civilization is even more violent and less discriminating in its use of violence. Furthermore, he is manipulated at times by Silver (though the extent of each other’s knowledge of this is questionable).

This brings us to the question of Flint’s fatal flaw. Unlike with Shakespearean tragic heroes (Romeo’s impulsiveness, Hamlet’s indecision, Macbeth’s ambition), it’s hard to pinpoint a singular flaw for Flint. To be sure, the guy has many flaws: his arrogance, his reticence to trust people, his anger, etc. But it’s difficult to pick out a singular flaw that leads to his demise. In fact, it’s perhaps his abandonment of these flaws that results in his death (“Flint” died, regardless of how you interpret the ending). He trusts Silver, he humbles himself enough to believe himself unworthy of overseeing a post-revolutionary world alongside Madi and Silver, and it’s his love in place of anger that makes it impossible for him to kill Silver. So, ultimately, his fatal flaw is trusting Silver too much, but this is not a flaw that is inherent to him, that he had even from their first meeting.

A second way in which Black Sails differs from Shakespearean tragedy also concerns the ending. In Shakespearean tragedies, the reciprocal relationship between the disordered tragic hero and the disordered society in which he exists comes to and end with the hero’s demise, and a new orderly society springs up in its place. In Macbeth, Malcolm becomes king, ushering in an era of benevolence; in Othello, Iago receives a fitting punishment, thereby restoring some sense of justice; etc. In essence, the tragic hero’s death results in the end of conflict and the beginning of peace.

In one sense, Black Sails follows this plot. The end of Flint brings about the end of war and the beginning of peace in Nassau under Max’s rule. However, we know that this peace is deeply unsatisfactory because we have come to learn that compromising with civilization is actually impossible. We learn that while the Maroons have a peace treaty, it does not extend to any other freed Black person, and it includes the Maroons re-enslaving people who come to them for freedom. We know through historical context that Jack and Anne only have a few more years of freedom before they’re captured and Jack is hanged. We know that Silver spends the rest of his life haunted by what he did to Flint. And so Flint’s death brings about no actual peace.

The key element that prevents Black Sails from being a Shakespearean tragedy, despite it fitting most of the typical components of a Shakespearean tragedy, is the idea that the central conflict––freedom vs. civilization––extends beyond the show. And so we are aware that no character’s actions will actually affect the conflict in a monumental way. Even though there is the idea that it could have ended differently, we know from the beginning, with our historical knowledge, that the revolution is doomed. The central conflict of the show is an ongoing conflict; there is no possibility of reconciliation as with the Montagues and the Capulets. While all Shakespearean tragedies begin in medias res, they have a definite conclusion, but Black Sails does not.

So, Black Sails is not a Shakespearean tragedy, but on its surface, it looks like it’s incredibly tragic. However, I think that, for all of the reasons I just talked about, Black Sails is actually a show about hope. Flint’s arc demonstrates to us that people can change, that hope can be found in a mutual recognition of suffering and a desire to end that suffering not just for yourself but for others. We learn from Max that nothing is worth doing unless it begins and ends with love. We find a deep sense of familiarity in these characters through the recognition that their battles are our battles, that their flaws are our flaws, but their failure does not have to be our failure.

Unlike with Macbeth or Othello or Romeo and Juliet, the Black Sails story is still being written and so long as that is the case, there is room for hope.

#black sails #I suppose there's an argument to be made that Flint's relationship with Silver is akin to his relationship with Admiral Hennessy #in terms of misplaced trust #But it's difficult to extract this into some statement of his penchant for trusting the wrong people because he often trusts the right peopl #like Thomas and Madi #So it's a tricky one

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dnjenkins · 4 years

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Marginless Living

From “Margin” by Richard A, Swenson,M.D.- marginless living

“That our age might be described as painful comes as a discomforting surprise when we consider the many advantages we have over previous generations. Progress has given us unprecedented affluence, education, technology, and entertainment. We have comforts and conveniences other eras could only dream about. Yet somehow, we are not flourishing, under the gifts of modernity as one would expect.

Why do so many of us feel like air-traffic controllers out of control? How can the salesman feel so stressed when the car is loaded with extras, the paycheck is bigger than ever, and vacation lasts four weeks a year? How is it possible that the homemaker is still tired despite the help of the washing machine, clothes dryer, dishwasher, garbage disposal, and vacuum cleaner? If we are so prosperous, why are the therapists offices so full? If we have ten times more material abundance than our ancestors, why are we not ten times more content and fulfilled?

Something has gone wrong. Our society has been attacked by pain. If you know what pain wounds look like, you will see them on all your friends. To be sure, there are as many different kinds of pain as there are reasons for pain. Most people associate the doctor’s office with the pain of organic disease. But this is not the only suffering physicians have to deal with. There are, for example, the pains of self-destructive behaviour, of abuse and poor parenting, of pollution, of unrestricted sexual permissiveness, and even the pains associated with prosperity itself. But it is not the focus of this book. Instead, this book is dedicated to exposing and correcting the specific kind of pain that comes from marginless living. Why? Because we find ourselves in the midst of an unnamed epidemic. The disease of marginless living is insidious, widespread, and virulent.

The marginless lifestyle is a relatively new invention and one of progress’s most unreasonable ideas. Yet in a very short time it has become a nearly universal malady. Few are immune. It is not limited to a certain socioeconomic group, nor to a certain educational level. Even those with a deep spiritual faith are not spared. It’s pain is impartial and nonsectarian--everybody gets to have some

Others deny vehemently that anything is wrong. “Life has always been hard.” they say. “People have always been stressed. It is simply part of living. There has always been change to cope with. There have always been economic problems, and people have always battled depression. It is the nature of life to have its ups and downs--so why all the fuss?”

I’m not the one who's making the fuss; I’m only writing about it. I’m only being honest about what I see all around me. I sit in my examining room and listen. Then I repost what I hear. Something is wrong. People are tired and frazzled. People are anxious and depressed. People don't have the time to heal anymore. There is a psychic instability in our day that prevents peace from implanting itself very firmly in the human spirit. And despite the skeptics, this instability is not the same old nemesis recast in modern role. What we have here is a brand-new disease.

All of these advantages have been granted in America today. Yet the formula for happiness has proven to be more elusive than the simple bestowing of these benefits. Somewhere the equation has broken down. Food plus health plus warmth plus education plus affluence have not quite equaled Utopia. We live with unprecedented wealth and all it brings. We have leisure, entertainment, convenience, and comfort. We have insulted ourselves from the unpredictable ravages of nature. Yet stress, frustration and often times even despair unexpectedly accompany our unrivaled prosperity.

Is there a disease? We will soon have a remedy. Is there poverty? We have enough wealth to go around, and a social program or two will solve the problem of the poor. Is there an energy shortage? We will find new technologies to harness the power of the nucleus and to capture the sun. Is there famine? We will use fertilizers and hybrid seeds to conquer hunger. In our most idolatrous moments, we actually began to assume that the solution to any problem could be confidently entrusted to progress. Thanks to its blessings, we came to perceive the future as a safer place to live.

It is not my intention to denigrate the value of progress’s achievements. We have a;; benefited greatly. As a physician, I understand the tremendous advantages of immunizations, antibiotics, and anesthesia. We all marvel at the power of communications and the speed of transportation. The print media has vastly increased access to learning. Wealth has permitted opportunities far beyond the imagining of our great-grandparents

Yet as visible as these achievements have been, our faults demand a glaring prominence of their own. If we lead the world in successes, we also lead in far too many failures. Through much of the last decade, we had the developed world's highest rates of divoce, teenage pregnancy ,illicit drug abuse, crime, homicides, AIDS, litigation, functional illiteracy, national debt, and foreign debt. We even make more garbage than anyone else.

With the aid of progress, perils now encircle us. No matter which direction we turn, yet another crisis stares us in the face. Not only has progress been unable to solve these crises, it has not even been able to slow them. ..

These patients are depressed, stressed, and exhausted. Some are desperate. Their jobs are insecure. Their farms have been repossessed. They are over their heads in debt. Their marriages are in trouble. Their sons are using drugs, and their daughter are getting pregnant.

These patients don’t know what to do or where to turn. They have no social support, no roots, no community. Their stomachs won’t stop burning. They can’t sleep at night. They think about drastic solutions. The public blames the medical profession for giving too many tranquilizers and antidepressants. But what would you do? Doctors like to see healing as the result of their work. Yet today we often must be content with far less. There are so many things wrong with people’s lives that even our best is only a stopgap.

There can be little doubt that the ubiquitous contemporary absence of margin is directly linked to the march of progress. Those cultures with the most progress are the same as those with the least margin. If you were wondering why there is a chapter of progress in a book on margin, this is the reason. Margin has been stolen away, and progress was the thief. If we want margin back, we will first have to do something about progress.

We must have some room to breathe. We need freedom to think and permission to heal. Our relationships are being starved to death by velocity. No one has the time to listen, let alone love. Our children lay wounded on the ground, run over by our high-speed good intentions. Is God now pro exhaustion? Doesn’t He lead people beside the still waters anymore?

In its specifics, the definition of progress varies from culture to culture and from age to age. Within contemporary American society, however, our notion of progress was first defined and later dominated by money, technology, and education. Each of these areas is of value, but none of them cares much about our transcendent needs. That indifference constitutes a fatal flaw.

In our enthusiasm to improve material and cognitive performance, we neglected to respect the more complex and less objective parameters along the way. The social, emotional, and spiritual contributions to our well-being were, and continue to be, overlooked and underestimated. Not only are they more difficult to measure, but we apparently believed they would simply ‘improve” along with everything else. Or else, in our rush for the future, we didn’t care.

While the progress we boast of is found within the material and cognitive environments, most of the pain we suffer is found within the social, emotional and spiritual. The material and cognitive environments are unquestionably important. They also have an advantage in that they are more visible and thus more highly pursued. Scripture teaches us , however, that the social, emotional, and spiritual environments are more important. A crucial task for our society today is to reverse the order of emphasis and viability of these environments.

How might we know that the relational environments are where God would have us concentrate? Simply put, these are the same areas Christ spent His time developing and where His teachings focused.

Where do you think God would have us search for answers regarding drugs, crime, divorce, sucide, depression, teenage pregnancies, sexually transmitted diseases, and litigation? In the material and cognitive reals, or in the relational ones? Our society tries in vain to remedy these problems using the popular notions of progress---appropriating more money (that is, material/physical answers) and setting up more classes (that is. cognitive /education answers). But insufficient funds and lack of education are not the problems. The problem is lack of love.

With the establishment of a proper emphasis, all appropriate needs will be met. Should we fail in this task, however, progress will only bring us increasing pain. Our wallets will get fatter, our houses are bigger, our cars faster, and our brains smarter. Yet when we neglect the most important priorities, our final reward will fittingly be all the unhappiness money can buy.”

#spirituality

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xtruss · 4 years

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Wuhan Denialism

Dismissing the possibility that COVID-19 escaped from a lab in China as ‘a conspiracy theory’ is bad science

— By Khaled Talaat | May 06, 2020 | TabletMag.Com

The novel coronavirus, SARS-CoV-2, has infected at least 3 million people worldwide and 1 million people in the United States alone. The debate surrounding the origin and source of the virus has heated up with many accusing the opposite side of rejecting scientific evidence. It is more important now than ever to understand the difference between scientific skepticism and a conspiracy theory.

The term conspiracy theory is often used to suggest that an explanation is an implausible hypothesis or is anti-scientific. Yet the existence of bad actors or a cover-up in a hypothesis isn’t enough to constitute a conspiracy theory. Take the Iranian nuclear program as an example. Is it a conspiracy theory to consider that the Iranian pursuit of nuclear energy or uranium enrichment is motivated by nuclear weapon capability ambitions?

It’s a fact that there are bad actors in the world—and that individuals and states alike often lie about their actions and aims in order to advance what they understand to be their own self-interest. Take India’s so-called peaceful nuclear explosion in 1974 as an example. India took advantage of the Atoms for Peace program and used the information provided by the United States and Canada as well as the CIRUS research reactor to develop its nuclear weapons program. Even more interestingly, they declared that their nuclear weapons were intended for civil applications such as large-scale excavation and not intended for military use. It is a fact that India now possesses a large arsenal of nuclear weapons.

It’s no secret to anyone—and therefore not a conspiracy theory—that communism and other forms of totalitarian rule are built on a culture of secrecy. Communism necessitates a strong central government, and for a central government to maintain strong control over a country, it’s necessary for them to control information flow into, within, and out of the country. This involves both direct and indirect censorship of the media and internet—and often, more importantly, tight administrative controls that govern the transfer of information within the country. A good example from recent history is the Chernobyl nuclear disaster of the Soviet Union. Delays in reporting the initial nuclear explosion caused many fatalities that could have been avoided had the Soviets acted and evacuated early, which in turn motivated a Soviet attempt to cover up the true extent of the disaster to maintain a strong government image.

Cover-ups don’t generally involve evil conspirators who try to hide some important truth with the primary aim of injuring large numbers of people. They often follow naturally from the structure and functioning of a state—or they can be rational if arguably selfish means of pursuing what a group of people understands to be matters of national self-interest, like ensuring adequate supplies of medicine and protective gear for one’s own citizens. Therefore, it’s not a conspiracy theory to consider the possibility of a cover-up relating to the origin and the source of COVID-19 in Wuhan, Hubei, China. In fact, there is good evidence of Chinese cover-ups from the beginning of the pandemic.

There are certain elements that are usually present in conspiracy theories that are not present in a sound scientific hypothesis. Conspiracy theories often involve lack of physical connections. A good example of this is the 5G conspiracy theory in its different forms. Basic elementary school science education is enough to refute such a “theory,” which it is painful to even call a theory. A conspiracy theory may also be a bad and malicious hypothesis that is promoted despite available, reliable data directly proving that it can’t be true. One example of this is the false claim that SARS-CoV-2 was engineered to selectively infect non-Asians. Simple inspection of infection demographics in the United States refutes this hypothesis. While there are some differences in human ACE2 receptors among different races, the differences are not strong enough to provide immunity to a particular race or group especially as coronaviruses rapidly adapt and evolve into new strains.

It is important to clarify, however, that not every false hypothesis is a conspiracy theory. For instance, some researchers pointed out the presence of HIV-like segments in the SARS-CoV-2 genome and claimed, based on an incomplete investigation, that it is evidence of intentional manipulation. The presence of HIV-like segments is an observation that is clearly explained by natural acquisition of those segments in a manner similar to that in related naturally occurring bat coronaviruses such as ZC45 and ZXC21, which contain similar segments.

Conversely, there are elements that are present in a sound scientific hypothesis that are not present in a conspiracy theory. One such element is justification. Scientists can’t investigate every idea or hypothesis. Justifying a hypothesis is one of the most tedious steps in research. This process involves gathering evidence, demonstrating that the hypothesis is plausible, and clearly explaining the need for the work in the context of the ongoing scientific conversation. Assessing the plausibility of a particular hypothesis is important to justify investigating it. This, however, must be done in context of the effect in question. A stronger effect would justify investigating even less plausible hypotheses. On the other hand, justifying the need for the work can be as simple as explaining gaps in the knowledge or finding discrepancies and loopholes in published work that are significant enough to affect the conclusions.

The hypothesis that SARS-CoV-2 leaked out of a laboratory is, by scientific standards, a sound and a well-justified hypothesis. Media sources that claim to refute the lab source hypothesis often refer to the public comments of zoologist Peter Daszak, the flawed correspondence of Andersen et al., or the emotional Lancet letter in which some scientists basically expressed their support and compassion with their Chinese peers. While there are some virus hunters like Peter Daszak who assert zoonotic transfer and discount the possibility of a lab leak, there are also leading microbiologists like professor Richard Ebright who assert that a lab or lab-related accident is a possible cause of the outbreak.

Notably, virus ecologists like Peter Daszak and Jonna Mazet have an inherent conflict of interest as they are involved in similar bat and wildlife sampling activity—and, in Daszak and Mazet’s case, in research with the Wuhan labs. As an example of such activity, Daszak and collaborators sampled 12,333 bats for viruses in a big wildlife surveillance project. A lab-related accident in China involving similar research would likely affect the funding for their work as it would demonstrate the risks involved. As it happens, the NIH recently cut the funding to Daszak’s EcoHealth Alliance after realizing the risks involved in that research.

Daszak’s relentless and heavily amplified public assertions that the outbreak must have originated due to a zoonotic jump, and his denial of the possibility of a lab accident involving a natural virus, even long before the SARS-CoV-2 genome was published, would appear to be motivated by the apparent conflict of interest that he has denied. Daszak’s denial of his conflict of interest raised concerns of many scientists and experts, with many explicitly describing that denial as a bold lie. Daszak has presented no direct evidence that the outbreak started as a result of a zoonotic jump outside of a laboratory. In case the outbreak is a result of a natural zoonotic jump, that would underscore the importance of Daszak’s risky wildlife sampling and “early outbreak warning” work and increase their research funding. It is important to consider conflicts of interest when assessing anyone’s claims.

Daszak’s main argument is that the majority of viruses evolve in nature and some may be transmitted to humans through natural animal contact that is frequent in Southeast Asia. This argument, however, is meaningless unless we are trying to blindly throw bets without looking at any other factors. Daszak’s argument would be a very poor and mathematically flawed reason to call off investigations on the origin and source of the virus. Facts at the population level don’t make SARS-CoV-2 in particular any likelier to be natural in its origin or transmission source.

To illustrate this with a simple mathematical example, suppose that we know from established statistics that an overwhelming 80% of the people in a particular small town are doctors. You enter a fish market in that town and see someone selling fish. Is it reasonable to say that there is an 80% probability that he is also a doctor? While there is a very small chance now that this person is also a doctor, we would need to look at the probability that someone in the town is both a doctor and a fishmonger if we wish to throw bets. If we wish to find out for certain, we could follow him, and research his background, and see if he is a doctor.

Data and statistics are useful at the population level but not at the individual level, as that information could be obtained by direct measurement. At the individual level, population statistics translate into a probability if we blindly pick a random individual. If the individual isn’t really random, i.e., if we know some other information about them, the statistics we have on the population as a whole break down and become meaningless.

Given that the 96.2% sequence match of bat RaTG13 and human SARS-CoV-2 is not enough to rule out even a chimeric origin, Andersen et al. analyzed the mutations in the receptor-binding domain (RBD) of SARS-CoV-2 and compared features of its spike protein with that of bat RaTG13, pangolin coronavirus, human SARS-CoV, and two bat SARS-like coronaviruses. They highlighted two notable features in SARS-CoV-2, particularly the optimized binding of the spike protein of SARS CoV-2 to human ACE2 receptor and the existence of a functional polybasic site at the two subunits of the spike of nonobvious function that’s likely a result of natural mutations. Their analysis of the mutations showed that the so called RaTG13 couldn’t have been the backbone of SARS-CoV-2 had it been chimeric, with many unverified assumptions.

However, after their brief and informative scientific endeavor, the authors then presented flawed arguments on the nature and source of the virus and conclusions that only reflect their beliefs and opinion. The approach they used to reach their conclusions is not sound for verification purposes, as it relies fundamentally on faith and trust. While trust is usual and healthy in academia, it’s not suitable for verification of lab accidents involving large-scale damage or potential WMD/dual use activity backed by a state.

First, Andersen et al. don’t conduct independent sequencing of bat RaTG13 samples which were sampled in 2013 but only sequenced and uploaded to GenBank in 2020. Therefore, Andersen’s analysis is just an extension of the published work of Zhou et al. from the Wuhan Institute of Virology, which is one alleged source of a possible leak of the virus. Second, they assume that published information from a lab where a source is suspected is complete, and they don’t verify that bat RaTG13 is, indeed, the closest relative of human SARS-CoV-2 encountered by or known to the two labs where the origin or source is suspected.

The conclusions of Andersen et al. on the nature of the virus almost all hinge on the assumption that they know all backbone viruses studied at the Wuhan lab, which reflects circular reasoning, given their sources and assumptions. The closest known virus to human SARS-CoV-2 and bat RaTG13 is bat BtCoV/4991—but only a partial sequence for the RdRp gene of BtCoV/4991 was uploaded to GenBank in 2016. It’s unclear if BtCoV/4991 is RaTG13 itself or a closer progenitor of SARS-CoV-2, because only a partial sequence was uploaded and BtCoV/4991 wasn’t referenced by Zhou et al. It’s unclear why it would be renamed.

Third, as professor Richard Ebright had pointed out, the authors dismiss the possibility that bat RaTG13 is a proximate progenitor of SARS-CoV-2 based on unverified assumptions on the evolutionary rates and about the possibility of passage in cell culture or animal models. While Andersen et al. do briefly acknowledge the possibility of passage in cell culture, they go on to assumptively conclude that the virus is natural in both origin and source when in fact a closely related bat coronavirus could have adapted to human cells in cell culture experiments.

Fourth, Andersen argued that discrepancies between the computational analysis work of one study they cited and experimental results is “strong evidence” of the absence of any purposeful manipulation of the virus. This argument should be dismissed as a reductionist fallacy, as it underestimates degrees of freedom and available types of computational analyses. Other scientists using molecular dynamics simulations showed that SARS-CoV-2 had a much higher binding affinity to human ACE2 receptors than SARS-CoV, with predictions in agreement with experiments.

The fact that Andersen’s discussion is flawed doesn’t say anything about the nature or the source of the virus. It, however, shows that their work can’t be considered conclusive and justifies further study on the origin and source of the virus.

There are many other reasons that justify investigating the Wuhan labs, and possibly even other labs in China that work with the same viruses. In particular, (a) the emergence of SARS-CoV-2 in a highly populated city in central China like Wuhan and close to the Wuhan CDC; (b) the existence of two labs in Wuhan that extensively sample bats and study coronaviruses; (c) the relatively close relationship between the SARS-CoV-2 virus and bat RaTG13 or BtCoV/4991 that the researchers obtained from bats in a cave that is 1,200 miles away from Wuhan, which suggests that SARS-CoV-2 progenitors came from the same Yunnan caves; (d) the widespread use of cell culture experiments in infectious disease transmission experiments that can allow closely related viruses to adapt to human receptors; (e) the use of chimeric coronaviruses in civil research with different backbones—the lack of knowledge of the pre-outbreak collections of the Wuhan labs justifies international inspections, and the diversity of bat ACE2 receptors can also obscure the origin of the virus as the spike proteins of natural bat coronaviruses are very diverse; (f) evidence of lax security and knowledge that lab accidents aren’t improbable; (g) evidence that not all sampled viruses are sequenced and published—the full BtCoV/4991 sequence hasn’t been published and remains a mystery despite ~99% similarity of the known portion to SARS-CoV-2, while that of RaTG13 was sampled in 2013 and published in 2020. (The large similarity of the small partial sequence of BtCoV/4991 [published in 2016] with SARS-CoV2 is evidently what motivated the WIV to release the sequence of RaTG13 which matches the known portion of BtCoV/4991. It has not been independently verified that the sequence uploaded for bat RaTG13 is accurate); (h) the available data doesn’t suggest that closely related SARS-CoV-2-like bat relatives are common among bats in China but unique to bats from a particular Yunnan area; (i) the available data doesn’t support the wet market hypothesis which prompted some lab accident deniers to propose the alternative farm source hypothesis.

The farm hypothesis is highly improbable as the bats that carry SARS-CoV-2-like coronaviruses are 1,200 miles away from Wuhan. It would have been a more probable cause had the outbreak started in the Yunnan province. Further, there is no circumstantial evidence to support the farm hypothesis or even suggest it; it’s pure speculation. A notable fact is that most bat species near Wuhan hibernate in December as pointed out by Lu et al. If the farm hypothesis was true, multiple spillovers in different cities would have taken place which is not suggested by the data, unless transmission within the intermediate species is improbable which would have made it much less likely for the outbreak to start in Wuhan from the first place. Before the farm hypothesis, there was the pangolin hypothesis which was rejected by experts because pangolins are critically endangered in many areas and it’s improbable that they acted as an intermediary, at least outside a lab.

The genome sequences of human SARS-CoV-2 in just nine early patients exhibited 1%-2% difference among the subjects. Samples of bat RaTG13, 96.2% similar to SARS-CoV-2, should be obtained, sequenced, and studied in cell culture as part of scientific verification efforts.

Scientific skepticism is not the same as propagating conspiracy theories. It’s important to acknowledge that it was Chinese scientists who first brought up the possibility of an accidental leak in a short letter. As has been pointed out by U.S. Sen. Tom Cotton, the available circumstantial evidence indeed suggests a lab leak, with the simplest scenario being the leak of a bat coronavirus closely related to SARS-CoV-2 from cell culture or animal model experiments after adapting to human/humanlike receptors. Investigators must carefully consider conflicts of interest of researchers, especially those who relentlessly promote Chinese government types of propaganda to protect personal interests that they don’t clearly acknowledge and their collaborations inside China. Researchers should also not be credulous and should follow systematic step-by-step approaches to avoid falling into traps of circular reasoning and repeating propaganda messaging that is controlled and spread by centralized governments.

In closing, it’s important to emphasize that science needs more evidence-based, objective research with technical rather than broad conclusions. Speculations are good for forming hypotheses but should never be presented as conclusions. The Andersen-type speculative conclusions are of questionable scientific value and make no useful contribution to available knowledge about the coronavirus pandemic. Emotions such as peer sympathy, anger, fear, personal self-interest, and partisan political attachments should all be put aside when investigating matters with broad consequences for global security and human health. While speculative conclusions of any kind may turn out to be true, science doesn't give credit to speculations. Scientists shouldn't play dice in their analysis and discussion.

Khaled Talaat is a doctoral candidate in nuclear engineering and a researcher at the University of New Mexico. He has conducted interdisciplinary research at the intersection of nuclear engineering and bioengineering.

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krestmarketinggroup-blog · 7 years

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Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner “You don’t have an SEO strategy problem. You have an organizational efficacy problem.”

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say “efficiency” is a more accurate term than “efficacy,” but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there’s a fatal flaw in your SEO program.

At RDI, we specialize in marketing services for mid to large enterprise clients with annual revenues of our ideal client ranging from $50M/year to $20B/year. The size of clients that we work with have 50+ person marketing departments, and some with more than 1,000. Implementing profitable and evolving SEO programs is much more difficult for non-agile companies and those with marketing that predates the internet. Despite having more resources and built-in topical authority, enterprise SEO can be much harder than SMB SEO — not only because the SEO challenges are greater, but because it introduces another layer of organizational challenges.

What is enterprise SEO? This same question was on a slide at a recent SEO meetup lead by Ratish Naroor , Director of SEO at Overstock.com. Ratish’s opinion of what constitutes enterprise SEO differed from mine in a few areas. Ratish’s main qualification was that the site in question had one million organic landing pages. At RDI, we work with companies that drive hundreds of millions of dollars a year in revenue through organic search. Often these sites have less than 5,000 pages, yet their digital marketing departments are twice the size of many marketing teams at e-commerce-first companies. In my opinion, there’s more to consider than just the number of pages. I like to focus on the organization itself and not the size of its site; organizations whose website is its product take SEO more seriously. E-commerce retailers like Overstock, real estate sites like Zillow, and travel sites like Trip Advisor or Expedia all invest heavily in SEO programs. Many times, “old companies” that have been around 40+ years will have “old management” stakeholders who are a little late to the digital marketing party and more resistant to change. Does this late adoption of SEO and digital marketing make the organization itself any less enterprise? I don’t believe so.

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Corporate team structure, budgeting, and approval process. There’s no hard number here, but typically 20 or more people are involved in taking web pages from an idea to a 200 status code. Some companies are so lean it will blow you away, so think more than just the total head count.

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

Unique and difficult SEO challenges. This may include large page counts where scaling on-page changes and crawl control is important, competitive industries where search terms have high paid CPAs, or international SEO operating in multiple languages and countries.

How do you succeed at enterprise SEO? When working with an enterprise organization, there are three major areas to address in order to minimize internal SEO challenges and to see real follow-through in implementing high-value SEO ideas, strategies, and tactics. 1. Create a culture of SEO through visibility SEO can’t succeed in a silo. To get your strategies implemented, you will need full participation and cooperation with content producers, developers, legal, and department heads. It’s important to remember that companies of this size will have an established culture. Sometimes this culture is dysfunctional, and overcoming it will be an uphill battle. Tom Critchlow recently described this culture as a “grain.” The direction and depth of this “grain” is going dictate how much time you spend on this step, and the best way to get people involved is to keep your work visible to the decision makers:

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

VPs and directors: High-level performance reports like M/M and Y/Y traffic and conversions give them a bird’s eye view of the site and the effects of your SEO efforts. Tying this data to a dollar figure will help make your case. This can include simple analytics data from Google Analytics, or more advanced tools such as our favorite BI tool, DOMO , or its competitor Tableau .

Product owners/business units: Keyword-level data and traffic to a specific site section that a team works on. An enterprise SEO tool like BrightEdge or Conductor can make these reports easy to manage.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Many marketers still think SEO is something you sprinkle on at the end of a content project, or “something our IT team handles.” It’s up to you to break down those assumptions and educate their team on the idea that that SEO is symbiotic with every marketing channel and department. These trainings can vary quite a bit, so find what works for the company you are working in/with. We have seen success with the following formats: lunch and learns, video recordings for SEO suites mentioned above, team-specific trainings focused on the area the team controls such as development or content research. While I’d love to say that we turned all the marketers into great SEOs, that’s rarely the case. What we typically see — and are thrilled when it happens — is an email from a product manager that says, “Hey, we are launching a new product next quarter and you mentioned it’s good to do keyword research for new pages; can you help?”

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the “SEO Brainshare.” Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

As an agency, we have to be clear with our main point of contact: “You can’t change your SEO results without changing your site. We need you to be the driver of change at your organization. RDI will arm you with the ideas, rationale, and detailed instructions, but you have to get the people in your organization to act.”

While my experience is very agency-focused, in-house SEOs will have to explain a similar scenario to their managers, and the managers of the content, creative, and development teams. The best way to enable yourself for success is make sure you have access to all the players needed for SEO greatness, and they each know what’s at stake and have a certain degree of ownership from their managers. If the product owner doesn’t have a KPI tied to organic traffic or conversions on their pages, it’s highly unlikely they will prioritize and take ownership of organic traffic to those pages.

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?” and our main client contact responds, “Because XX department hasn’t been tasked with supporting us from their management, so this isn’t their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return This is undoubtedly the hardest to nail. SEO results by nature are highly ambiguous. There is a constant flux of right vs wrong, causation vs correlation, and my least favorite, the best choice between two “good” options. I recently listened to a podcast where Bill Hunt (an OG of SEO, BTW) said, “If you can’t put a dollar number on it, you won’t get a dollar for it.” The hardest thing for me to do as I grew my SEO strategies from local businesses to enterprises was to eliminate SEO busy work. I needed to move away from tasks like updating ALT tags because a crawl tool flagged them as “errors,” and start focusing on projects that would have a monetary impact — like creating new site sections, reworking high-ranking titles for CTR, and consolidating competing content.

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

Now you need to see how many non-brand conversions you would get if you achieved the rank you feel is plausible (this is more of an art than science; I like to use the rank of the top competitor as “achievable”): (Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,’Rank CTR’!A:B,2,0)),0)

For this you’ll need to have a CTR curve table in a table labeled “Rank CTR.” We used the CTR table from AWR for unbranded search , but feel free to use any CTR curve you feel is most accurate for your industry. You can even build upon your own data in Google Search Console.

You will need to do this once for current estimated traffic and again after you have set your target rank numbers, then run a delta to get percent change. (The above formula and CTR curve can be found in the Content Gap Analysis template on our site.)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis . Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

They say imitation is the sincerest form of flattery. In the Content Gap Analysis we look at what competitors are doing, then measure the estimated traffic for a topic area. This kind of analysis looks for gaps on our client’s site where competitors have content and we do not. We can examine the likelihood of us being successful in our next content endeavor and to put a number on the estimated traffic a competitor’s site section or page is getting. Once you find opportunities with a forecastable impact, prioritize them in content or site projects and try not to juggle too many balls at once — at least until some content projects have shipped. Don’t forget to quickly communicate the success of a project to accelerate the two factors mentioned above, even if it’s just a quick email with a screenshot from Google/Adobe Analytics.

Focus on the needle-movers and communicate the value of your ideas clearly Enterprise SEO is great because it allows you the opportunity to work on sites with serious impact and serious challenges. Sometimes you must take the good with the bad, and in enterprise SEO the bad is typically the bureaucracy that comes with large companies. Focus on what matters, don’t piss anyone off, and don’t relent on the need for progress. Happy optimizing! Please share how you have conquered organization challenges in your work in the comments below!

Sign up for The Moz Top 10 , a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!

http://bit.ly/2woAp9d

#articlewriting #digitalmarketing #blogpower #linkbuilding #socialmediamarketing #lagunabeachseo #bestlocalseo #contentwriting #seo #huntingtonbeachseo

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wickedbananas · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

This same question was on a slide at a recent SEO meetup lead by Ratish Naroor, Director of SEO at Overstock.com. Ratish’s opinion of what constitutes enterprise SEO differed from mine in a few areas. Ratish’s main qualification was that the site in question had one million organic landing pages. At RDI, we work with companies that drive hundreds of millions of dollars a year in revenue through organic search. Often these sites have less than 5,000 pages, yet their digital marketing departments are twice the size of many marketing teams at e-commerce-first companies. In my opinion, there's more to consider than just the number of pages. I like to focus on the organization itself and not the size of its site; organizations whose website is its product take SEO more seriously. E-commerce retailers like Overstock, real estate sites like Zillow, and travel sites like Trip Advisor or Expedia all invest heavily in SEO programs. Many times, “old companies” that have been around 40+ years will have “old management” stakeholders who are a little late to the digital marketing party and more resistant to change. Does this late adoption of SEO and digital marketing make the organization itself any less enterprise? I don’t believe so.

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Corporate team structure, budgeting, and approval process. There's no hard number here, but typically 20 or more people are involved in taking web pages from an idea to a 200 status code. Some companies are so lean it will blow you away, so think more than just the total head count.

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

When working with an enterprise organization, there are three major areas to address in order to minimize internal SEO challenges and to see real follow-through in implementing high-value SEO ideas, strategies, and tactics.

1. Create a culture of SEO through visibility

SEO can’t succeed in a silo. To get your strategies implemented, you will need full participation and cooperation with content producers, developers, legal, and department heads. It’s important to remember that companies of this size will have an established culture. Sometimes this culture is dysfunctional, and overcoming it will be an uphill battle. Tom Critchlow recently described this culture as a “grain.” The direction and depth of this "grain" is going dictate how much time you spend on this step, and the best way to get people involved is to keep your work visible to the decision makers:

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Many marketers still think SEO is something you sprinkle on at the end of a content project, or "something our IT team handles." It’s up to you to break down those assumptions and educate their team on the idea that that SEO is symbiotic with every marketing channel and department. These trainings can vary quite a bit, so find what works for the company you are working in/with. We have seen success with the following formats: lunch and learns, video recordings for SEO suites mentioned above, team-specific trainings focused on the area the team controls such as development or content research. While I’d love to say that we turned all the marketers into great SEOs, that’s rarely the case. What we typically see — and are thrilled when it happens — is an email from a product manager that says, “Hey, we are launching a new product next quarter and you mentioned it’s good to do keyword research for new pages; can you help?”

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

This is undoubtedly the hardest to nail. SEO results by nature are highly ambiguous. There is a constant flux of right vs wrong, causation vs correlation, and my least favorite, the best choice between two “good” options. I recently listened to a podcast where Bill Hunt (an OG of SEO, BTW) said, "If you can't put a dollar number on it, you won't get a dollar for it.” The hardest thing for me to do as I grew my SEO strategies from local businesses to enterprises was to eliminate SEO busy work. I needed to move away from tasks like updating ALT tags because a crawl tool flagged them as “errors,” and start focusing on projects that would have a monetary impact — like creating new site sections, reworking high-ranking titles for CTR, and consolidating competing content.

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

For this you'll need to have a CTR curve table in a table labeled “Rank CTR.” We used the CTR table from AWR for unbranded search, but feel free to use any CTR curve you feel is most accurate for your industry. You can even build upon your own data in Google Search Console.

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Enterprise SEO is great because it allows you the opportunity to work on sites with serious impact and serious challenges. Sometimes you must take the good with the bad, and in enterprise SEO the bad is typically the bureaucracy that comes with large companies. Focus on what matters, don’t piss anyone off, and don’t relent on the need for progress. Happy optimizing! Please share how you have conquered organization challenges in your work in the comments below!

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

from The Moz Blog http://ift.tt/2ug1VnY via IFTTT

#The Moz Blog #Moz #seo

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maxwellyjordan · 5 years

Text

Census symposium: The unanswered census question

Kaylan Phillips serves as litigation counsel for the Public Interest Legal Foundation, a 501(c)(3) public-interest law firm dedicated to election integrity. The foundation filed cert-stage and merits-stage amicus briefs in support of the government in Department of Commerce v. New York.

“Are you a citizen of the United States?” It is a simple question that if asked on the 2020 decennial census would provide critical data not available elsewhere that would enhance the enforcement of civil-rights laws. The Supreme Court’s decision regarding the reinstatement of this question on the 2020 census, arguably the most anticipated decision of the term, left more questions than answers. The eight-word question resulted in 92 pages of opinions including three partial dissents. Court-watchers are left wondering what will happen next.

A first read of Chief Justice John Roberts’ opinion for the court sounds like a slam-dunk win for the government. As to the constitutional claims, the court acknowledged that the Constitution allows the census to be used “for more than simply counting the population” and held that it is constitutional “to inquire about citizenship on the census questionnaire.” One point for the government.

As to the claims under the Administrative Procedure Act, the court held that “[t]he evidence before the Secretary supported [his] decision.” The court explained how the secretary, faced with several options with unknown variables, “opted instead for the approach that would yield a more complete set of data at an acceptable rate of accuracy, and would require estimating the citizenship of fewer people.” In short, the decision to reinstatement the citizenship question is justifiable and reasonable. Two points for the government.

As to the lower court’s finding that the secretary violated the Census Act, the court disagreed. The court determined that the secretary had fulfilled his responsibilities under the Census Act and, even if there was some technical violation, “the error would surely be harmless in these circumstances.” Three points for the government.

Further, the court found that, although the secretary desired to reinstate the citizenship question early on in his tenure, “[i]t is hardly improper for an agency head to come into office with policy preferences and ideas.” Four points for the government.

Toward the end of the opinion, the court discussed the Department of Justice’s request for the reinstatement of the citizenship question. “Altogether, the evidence tells a story that does not match the explanation the Secretary gave for his decision.”

Pardon?

The court concluded that “here the VRA enforcement rationale—the sole stated reason—seems to have been contrived.” In short, the court concluded that the secretary could reinstate the citizenship question and had good reason to reinstate the citizenship question, but the explanation he provided for why he did so was lacking, and that, in itself, is a fatal flaw worthy of sending the issue back to the Department of Commerce. Game over? Maybe not.

This is hardly the total victory the challengers sought. The challengers spent precious briefing space on why the secretary’s decision violated the Census Act and the enumeration clause of the Constitution. Indeed, Justice Stephen Breyer filed a separate opinion, agreeing with the court in part and disagreeing in part, in which Justices Ruth Bader Ginsburg, Sonia Sotomayor and Elena Kagan joined. Breyer explained how he believes “the Secretary’s decision—whether pretextual or not—was arbitrary, capricious, and an abuse of his lawfully delegated discretion.” In other words, to those four justices, the court did not go far enough.

On the other hand, Justice Clarence Thomas, writing in a separate opinion concurring in part and dissenting in part, in which Justices Neil Gorsuch and Brett Kavanaugh joined, stated that the court had gone too far. “Unable to identify any legal problem with the Secretary’s reasoning,” Thomas explained, “the Court imputes one by concluding that he must not be telling the truth.” Justice Samuel Alito, concurring in part and dissenting in part, went further and found that the court should not have undertaken a review of the secretary’s decision under the Administrative Procedure Act at all. “Throughout our Nation’s history, the Executive Branch has decided without judicial supervision or interference whether and, if so, in what form the decennial census should inquire about the citizenship of the inhabitants of this country.”

Not only is there disagreement among the justices regarding the court’s analysis, there is disagreement among commentators about the effect of the decision. There is a genuine question about whether the Commerce Department can satisfy the court’s concerns in time for the 2020 census and, if so, how. The Supreme Court said the district court’s remand was “warranted” but the district court found that “[t]he problem with Secretary Ross’s decision was not that it was inadequately explained, but rather that it was substantively arbitrary and capricious and ‘not in accordance’ with statutes that constrain his discretion.” Such a finding is at odds with the holding of the Supreme Court limiting the problem to the explanation given by the secretary.

Adding to the complication is that the Supreme Court decision only involved the challenges that were brought in the U.S. District Court for the Southern District of New York. There are separate challenges to the reinstatement of the citizenship question pending in the U.S. Courts of Appeals for the 9th and 4th Circuits, and in the U.S. District Court for the District of Maryland. Despite the New York court’s decision blocking the reinstatement of the question in mid-January and the Supreme Court’s agreement to hear the case this term, the other lower courts proceeded with their own fact-finding and ruled against the government.

The Supreme Court’s decision also followed a dizzying few weeks in an ordinarily quiet time for a Supreme Court case. In the weeks following the oral argument, which many commentators believed signaled a win for the government, the challengers engaged in guerilla warfare with a willing media regarding supposedly “bombshell” new evidence. The origins of the evidence rival any soap opera’s plot. Commentators questioned whether the challengers’ actions were intended to influence the justices or, at the least, cast a pall of illegitimacy over any decision that did not go the challengers’ way. Interestingly, none of the “new evidence” made its way into any of the opinions. There is no way to know the extent of the impact it had on the Supreme Court. The “new” evidence did result in the 4th Circuit’s remanding the cases before it to the District of Maryland for additional fact-finding just this week.

All for one simple question that the Supreme Court agrees is reasonable to ask.

Dale Ho, who argued the case for the organizational challengers, tweeted of the Supreme Court’s decision: “We did it.” If by “it” he means “complicate an uncomplicated issue with rhetoric and fear-mongering,” then, yes, they did it.

The post Census symposium: The unanswered census question appeared first on SCOTUSblog.

from Law https://www.scotusblog.com/2019/06/census-symposium-the-unanswered-census-question/ via http://www.rssmix.com/

#law #justice

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tainghekhongdaycomvn · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

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tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat xem thêm tại: http://ift.tt/2mb4VST để biết thêm về địa chỉ bán tai nghe không dây giá rẻ Overcoming Corporate Roadblocks for Enterprise SEO Efficacy http://ift.tt/2uxZNat Bạn có thể xem thêm địa chỉ mua tai nghe không dây tại đây http://ift.tt/2mb4VST

0 notes

christinesumpmg · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

christinesumpmg1 · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

mariasolemarionqi · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

fairchildlingpo1 · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

dainiaolivahm · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

rodneyevesuarywk · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

mercedessharonwo1 · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes

kraussoutene · 7 years

Text

Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

Posted by jaredgardner

"You don’t have an SEO strategy problem. You have an organizational efficacy problem."

That is typically what I tell our new clients at Red Door Interactive (RDI). Poor organizational efficacy can be caused by several things, most commonly a lack of labor, a lack of knowledge, or a lack of senior executive buy-in and direction. Many people would say "efficiency" is a more accurate term than "efficacy," but I like to remind people that you can do ineffective SEO in a very efficient manner. If the work doesn’t move the needle, then there's a fatal flaw in your SEO program.

What is enterprise SEO?

If it’s not just page count that matters, where do you draw the line for “enterprise SEO”? Here’s how I classify it:

Organic search as a channel can drive realistic business. SEO isn’t for every company, so it’s crucial that the company can drive top-line revenue growth through organic search.

How do you succeed at enterprise SEO?

1. Create a culture of SEO through visibility

Automated reporting: Focus on showing each team/person metrics they can control

Dev teams: Technical crawl reports with issues such as internal redirects or 404 reports are relevant things that they can control. We like DeepCrawl for crawl reporting.

Pro tip: Include the email of the SEO lead on these reports and encourage questions.

Trainings

Open brainstorms

Share your knowledge and promote contributions to the program. When I started at RDI 2.5 years ago, our SEO program was good, but it was siloed. We had 3 people working on their own projects for clients and not really collaborating with each other. To share ideas between the (much larger) SEO team and other teams, we started hosting weekly meetings called the "SEO Brainshare." Each week, one team member picks a topic or challenge and we workshop it with whoever wants to participate. We typically see 5–10 people from other teams at RDI join the meeting, which increases SEO knowledge and keeps our department top of mind. After a year of hosting these meetings religiously, we have seen a large influx in SEO work being incorporated into new and existing client programs, as well as a more multi-channel approach to everything we do at RDI.

2. Teamwork and navigating a political environment

For a real-world example, I’ve presented challenges and opportunities to Senior VPs and CMOs at Fortune 100 companies where executives have said, “Wow this is a huge opportunity. Why haven’t we done this yet?" and our main client contact responds, “Because XX department hasn't been tasked with supporting us from their management, so this isn't their problem.” That’s where the politics really start to come in. You typically need to go high enough up the marketing department ladder to convince someone with power to back your initiative and direct people outside of your department to support you, holding those other people accountable for the results of the team.

3. Don’t get lost in the noise — focus on return

There are a few ways to estimate the impact of a fix. Most involve some form of search volume X expected CTR X conversion rate. Here’s the formula in theory:

(Expected click-through rate at current position X search volume for that term) X (conversion rate of site section) = Current non-brand conversions for a keyword

(Expected click-through rate at target position X search volume for that term) X (conversion rate of site section) = Target non-brand conversions for a keyword

Then run a percent change for delta for those two numbers and you have the amount of new conversions for your project.

Ideally you want to do this at scale, since you want to look at more than a single search term for a site change. Here is the excel formula for that:

=IFERROR(B3*(VLOOKUP(G3,'Rank CTR'!A:B,2,0)),0)

Working in the agency world, the pressure for our recommendations to have a return is extremely high because those recommendations are measured against the cost of the retainer, even when the project might be something that tends to have a negative impact, like a domain migration. At RDI, the closest thing we have to a secret sauce for this is our Content Gap Analysis. Here’s a sample of how we present findings to clients:

You can grab the Excel template from our site linked above.

Focus on the needle-movers and communicate the value of your ideas clearly

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

http://ift.tt/2uhOGHK

#Overcoming Corporate Roadblocks for Enterprise SEO Efficacy

0 notes