With listing and reputation management so essential for local businesses — especially in 2020 — we’re introducing new Moz Local plans that give you more options for review monitoring, review management, and social posting, depending on your needs.
While it’s always been important for local businesses to have accurate and complete online listings, it’s even more crucial in today’s environment. Google found that searches for “in stock” grew more than 70% globally in late Q1, indicating people were shopping locally more often, and Nextdoor found that 72% of their members believe they will frequent local businesses more after the crisis is over.
But consumers often rely on reviews of local businesses when deciding where to buy. High quality, positive reviews can improve your business visibility, and when you respond to reviews, it shows that you value your customers and their feedback.
The new Moz Local plans — Lite, Preferred, and Elite — are designed to offer more features and flexibility to better meet the needs of local businesses and their marketers. Our previous plans limited reputation management and social posting to only the top-tier plan, and we wanted to make these features more widely available.
Customers on any of the new plans can now monitor reviews via alerts, and depending on the plan, respond to reviews and take advantage of social posting. It’s never been more important to actively engage and listen to the needs and concerns of your current customers — and potential customers will take notice.
We also wanted to offer flexibility with respect to local business aggregator submissions. While all of the plans include Factual, US customers can choose to add the other two major aggregators if they desire broader reach.
What’s new?
The new plans will help you maximize your online presence and engage with consumers more easily. Here’s what’s new:
Review monitoring
All 3 plans allow you to receive alerts and read reviews posted on Google, Facebook, and other sites in our partner network through a central dashboard. Since 82% of consumers read online reviews for local businesses, you should be aware of what they’re saying.
Review management
Preferred and Elite subscribers can also respond to reviews posted on Google, Facebook, and select directories through the dashboard. Your ability to respond quickly can be the difference between keeping a customer or losing them to your competition. When it comes to negative reviews, 40% expect a response either immediately or within 24 hours.
Social posting
Preferred and Elite subscribers can share news, offers, and other content directly to Google, Facebook, and select directories from the dashboard.
For example, news posts can be shared on Facebook, and Questions & Answers and COVID-19 posts can be posted to your Google My Business page. Sharing news and offers enables you to engage proactively with consumers and attract new customers.
Local data aggregators
All three plans now include location data submission to Factual for broader location data distribution. Preferred and Elite subscribers in the US can add the other two data aggregators — Infogroup and Neustar Localeze — for $40 per year, per location.
Additional directories
The Elite plan includes a number of additional directories for listing management and location data distribution, such as Tupalo, Where To?, Brownbook, Opendi, iGlobal, Manta, and Cylex, to name a few. And each of the US, UK, and Canada plans include some local directories relevant to that region. For example, the US Elite plan includes Yellow Pages, Superpages, and DexKnows. A complete list can be found here.
The comparison grid below highlights the key features for each US plan. You can find all of the new US, UK, and Canada plans and pricing on our website.
How do these new plans impact current Moz Local customers?
If you’re a current Moz Local customer, you can either keep your existing plan or choose one of the new plans by clicking on “Change plan” and then “See plan options” in your Moz Local dashboard. Enterprise customers can contact their Account Manager to discuss the new plans.
Get started with Moz Local
The new Moz Local plans are designed to maximize your local online presence, increase consumer engagement, and enhance your visibility in local searches with minimal time and effort. You can get started with Moz Local for as little as $11 per month (billed annually). And if you want to learn more about best practices for listing and reputation management, check out our recent webinar on the ROI of Local Presence Management.
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In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
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The golden rule of marketing has always been: Don’t leave your customer wondering, or you’ll lose them. This rule also applies very well to SEO: Unless Google can find an answer — and quickly — they’ll pick and feature your competitor.
One way to make sure that doesn’t happen is having a well set-up, well-optimized FAQ page. Your FAQ is the key to providing your customers and search engines with all the answers they might need about your brand.
Why create an FAQ page?
Decrease your customer support team’s workload. If you do it right, your FAQ page will be the first point of contact for your potential customers — before they need to contact you directly.
Shorten your customers’ buying journeys. If your site users can find all the answers without having to hear back from your team, they’ll buy right away.
Build trust signals. Covering your return policies, shipping processes, and being transparent with your site users will encourage them to put more trust into your brand. As always, if your site users trust your brand, so will Google.
Create a more effective sales funnel by including your business’s competitive advantages: What makes you better than your competitors?
Improve your site internal linking (meaningfully).
Capture more search visibility opportunities.
Feeling convinced? Then let’s move on from whys to hows.
Where to find questions to answer
I did a very detailed article on question research for Moz. It lists all kinds of tools — including SEO-driven (based on which question people type in Google’s search box) and People-Also-Ask-based (questions showing up in Google’s People Also Ask boxes) — that collect questions from online discussion boards, as well as tools that monitor Twitter and Reddit questions.
In addition, your customer support team is your most important resource. You need to know exactly what your customers are asking when they contact your company, and then use all the other sources to optimize those questions for organic rankings and expand your list where necessary.
Answers should be CCF (clear, concise, and factual)
(I have just made up this abbreviation, but it does a good job getting my point across.)
A good rule of thumb is to write short answers to each question — two to three paragraphs would make a good answer. If you go longer, the page will be too long and cluttered.
If you have more to say:
Write a standalone article explaining the process
Add a video
Creating a video to answer most of those questions is almost always a good idea. Videos make good promotional assets allowing your brand to be discovered on Youtube, as well as through Google’s video carousels.
And if video marketing seems too intimidating to you, there are quite a few tools that allow you to create videos on a budget without investing in expensive software (and training) or external services. I list some of those tools here.
Another video creation tool I discovered recently is called Renderforest. It offers some powerful explainer video templates that are perfect for answering questions.
Other ways to make answers shorter are:
Add intructural GIFs (I listed a few GIF creation tools here).
Create downloadable flowcharts and checklists (there are lots of online tools to put those together).
Overall, visuals have long been proven to improve engagement and make things easier to understand and remember, so why not use them on your FAQ page?
FAQ schema — use it!
Google loves featuring clear answers (which is also why creating a solid FAQ page is such a good idea). In fact, Google loves answers so much that there’s a separate schema type specifically for this content format: FAQPage schema.
By all means, use it. For Wordpress users, there’s a Wordpress plugin that helps markup content with FAQ schema.
It makes your FAQ page easier to understand for Google, and it helps your page stand out in search:
Quick tip: If you include an internal link inside your answer, it will populate in search results, too. More links in organic SERPs!
Internal linking: Use your FAQ as a sitemap
More links from your organic listing in search isn’t the only reason to link from your FAQ page. Your FAQ page is part of the customer journey, where each answer is an important step down the sales funnel. This is why adding internal links is key to ensuring that customer journey is continued.
But don’t think about these links from an SEO standpoint only. It’s not as important to create keyword-optimized link text here (although it’s still not a terrible idea — when it makes sense). The more important factor to think about here is user intent.
What is your site user likely to do next when they’re searching for a particular question?
If they have a question about your shipping costs, they’re probably close to buying, but need to know more about the final price. This is where you can brag about your awesome shipping partners and link straight to the product page (or list), as well as to the cart for them to complete the payment.
If they are asking how long shipping usually takes, they’re likely to be your current customer, so linking to your shipping info page would be more helpful.
Monitoring your FAQ page and user paths through it will give you more ideas on how to set up each answer better. More on this below.
If you need some inspiration on proper in-FAQ linking, check out Shopify, which does a pretty awesome job on matching various user intents via internal linking:
Structure is everything
There are web users who search and then there are those who browse.
Your FAQ page should accommodate both.
This means:
There should be search field suggestions to guide the user through the site effectively.
There should be clear categories (as subheads) for the page visitors to browse through and get a good idea of what your site does at a glance. This will help people who are still at the research phase make a buying decision faster.
To determine the best structure for the FAQ page, try Text Optimizer, which uses semantic analysis to come up with related questions. It makes catching some common keyword and question patterns easier:
When you have your FAQ content structure set up, create anchor links to allow users to quickly jump to the section they feel like browsing more. To see this on-page navigation in action, head to the Adobe FAQ page:
Making your FAQ page work: integrate, analyze, monitor
A well set-up FAQ page addresses multiple types of user intent and helps at various steps in a sales funnel. This makes monitoring the page closely a very essential task.
Here are a few ways to accomplish it:
1. Monitor in-FAQ search
If your site runs on Wordpress, there’s a variety of FAQ plugins (including this one) that come with advanced search functionality. The feature reports on:
Most popular searches, showing which product features or site sections cause the most confusion (these may signal some usability issues).
Empty searches, showing which users’ questions triggered no answers in your FAQ (these should go straight to your content team).
If you’re going with a no-plugin, custom solution, make sure to use Google Analytics to set up your in-FAQ search, which will allow you to monitor your site users’ searching patterns.
2. Track user paths through your FAQ page
Which pages (or off-site channels) tend to bring people to your FAQ page, and where do they usually go from there? These paths are important in understanding the role of the FAQ page in your sales funnel.
To track any page effectiveness in sending conversions, I tend to use Finteza, which allows you to create an unlimited number (unless I haven’t hit the limit yet) of sales funnels to monitor and compare different user paths through your site:
3. Monitor “People Also Ask” rankings
You’re most likely going to monitor this page traffic and its rankings anyway, but there’s one more thing to add here: “People Also Ask” positions.
As this page focuses on covering customers’ questions, Google’s “People Also Ask” positions are pretty indicative as to whether or not you’re doing a good job. SE Ranking is the only tool I’m aware of that can help you with that. It keeps track of most of Google’s search elements and reports your progress:
If you do things right, you’re likely to see your PPA positions growing.
4. Monitor customer feedback
Finally, collecting user feedback on every answer in your FAQ will help you create more helpful answers. Again, most pre-build FAQ solutions come with this option, but there are standalone plugins for it as well (like this one).
FAQ FAQs
There are a few common questions about building an FAQ page that keep floating the web (as well as Moz’s community forums). Let’s quickly address them here:
Is an FAQ section still a good idea?
Yes, by all means, but only if you take it seriously.
Should I employ “collapsible” answers to save space?
I don’t have any issues with this set-up (many brands choose to go this way), but SEOs believe that content hidden behind tabs or clicks holds less value than immediately-visible content.
Can I re-use select answers on other pages where these questions-and-answers make sense? Is this duplicate content?
It isn’t a “problematic” duplicate content issue (meaning Google will not penalize for that), but the best way to avoid duplicate content is to write new (original) answers for each page.
Should it be one page, or is it better to set up a multi-page knowledge base?
Depending on how much you have to say, either way is good.
Takeaways
Your FAQ page is an important step in the buying journey and a good organic search asset that can both bring and convert traffic.
Create concise, factual answers that will provide immediate help or guidelines. Videos and animated GIFs always make the FAQ section more helpful.
Link from your FAQ page to accommodate different user intents and help your site users continue their journey through the site.
Structure your FAQ page in a meaningful way to give site users some clues as to what is covered.
Monitor your site user journeys through your FAQ page closely to improve and expand it.
Have more tips for optimizing your FAQ? Let me know in the comments section.
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When business is struggling, budgets are tight, and resources limited, your company might be tempted to cut back or cut off SEO efforts to save time and money until things stabilize. But halting SEO altogether — even for a short time — is actually a bad idea, as it means more work for you and your business in the long run.
Dr. Pete is here with a brand new Whiteboard Friday to tell you why SEO should not be treated like an on/off switch, and provide some suggestions on what to do instead.
Click on the whiteboard image above to open a high resolution version in a new tab!
Video Transcription
Hey, everybody, Dr. Pete from Moz here. I want to welcome you to my first recording from Whiteboard Friday Studio Chicago, aka my basement. I want to thank the content team, first of all, for getting me set up with the equipment, but especially for their patience. I am not an AV guy, so this has taken a little while longer than I had hoped. You've already seen some remote Whiteboard Fridays from Russ and Britney and Cyrus, and they're doing a great job. So hopefully we can have some fun, and now I know the ropes and can get this going a little easier.
So I want to talk about a serious topic today. Obviously, we're going through some tough times. Budgets can be tight, and when that happens, you're tempted to scale back marketing. Obviously, we're in the business of selling SEO tools, and we don't want you to do that because that's where our food comes from and the roofs over our heads. I'll be transparent about that. But I do think there are some real dangers to treating SEO like it's an on/off switch. So I want to talk about the reality of that, and what can happen, and some of what to do to mitigate that.
You can't do more with less
A friend reached out to me and she said, "My boss is worried about budgets, and he wants to cut back paid search, and he wants to cut back content, and cut back social, but get the same results. What do we do?" Before the pandemic, I might have laughed at that. But it's a serious question and a serious situation, and the reality is there's no magic to this. We can't expect to do more with less.
It's a nice thing to say. But especially when people are struggling, and when our workers are having problems, and they're stressed, and their time is being taken up doing mundane things — like grocery shopping — that are three times harder now, we can't expect them to do more with less, and we can't expect to do nothing and get results. So what do we do, and how do we deal with this problem?
You can't treat organic like paid
So first of all, I just want to say that I think sometimes we look at the situation like this. If we scale back marketing, we can just wait until times are better, and then we can push it back up. So we turn on our search marketing. We get the traffic and things are great. We shut it off. Okay, that sucks. We don't get the traffic, but we're not paying. Turn it back on and boom the traffic is back.
That's not how it works, not even close.
This is more like how paid search works. I don't want to oversimplify. I used to work in paid search. Obviously, you're optimizing and improving and adding negative keywords and doing A/B testing and all these things to hopefully get better and better performance. But, generally speaking, one of the advantages of paid search is that when you turn it on, the leads come. You get traffic right away that day. When you turn it off, you get nothing. The money is not there. You don't get the leads. Okay, that's rough, but you expect that, right? But you turn it back on, the leads come back that day. So this is the double-edged sword in a sense. It's not that one is better than the other, but this is how paid search works. It's a machine that you can flip off and on.
That's not how organic works. Organic does take time. So what happens is you turn it on, and you see this gradual ramp-up. Finally, it starts to peak and level off, and then you turn it off. Let's say budgets are tight.
Okay, I understand that you're not producing new content and you're not optimizing. It's not a thing you can just turn off frankly. But you still see positive results. You still see that traffic until this starts to trail off over time. Now that's a good thing about SEO. It doesn't immediately turn off. You still continue to get that traffic.
But the problem with SEO is when you turn it back on and when the money comes back, you're going to have to go through this ramp-up again. The curve may be different shapes, and it may not go all the way down and it may not go back to where it was. But it's going to take time. There's going to be a lag, and it could be weeks or it could be months. So I think we make two mistakes. One we've already discussed.
One is number two ironically, that this is going to take time to come back. So if you count on just turning the switch back on and things recovering, you're going to be disappointed, right? That's going to take time. So it's not just a situation of a pandemic. Let's say you close down for remodeling or let's say you had some kind of flooding or some kind of damage or something you needed to do to shut down for a month or two.
You can't expect that, when you turn things back on, it will immediately come back. So you may have to get ahead of that. You may have to start spending again before things pick up. I know that's a difficult thing, but you have to anticipate this lag. You have to be realistic about that. The other problem, though, is I think sometimes we hit this point, and we shut off our efforts.
We cut down content production. We don't optimize. We switch agencies, whatever we do. We don't see an immediate drop, and so we start to say maybe this isn't really working. I think it's a bit like exercise. I have this habit certainly over the years. You get motivated.
You do really well for a few weeks or a couple of months. You're feeling good, and you start to plateau. You get a little frustrated, and then you stop. For a while, you still feel good, right? You have these dividends. That's how it works, and that's how organic search works. So you think, well, maybe it wasn't that big of a deal.
Maybe it wasn't really helping me. Until two or three or six months later, when you realize how much worse you feel. Then by then, to start back up again takes effort, right? You don't feel good when you start exercising again after that six weeks of sitting around. So it takes a couple of months to get back to where you were. So I don't want you to go through that, and I want you to be a bit careful about that.
What you can do
So what can we do? By the way, I have no artistic skills. This is from my 10-year-old daughter. Any drawings you see on my Whiteboard Fridays will be probably from her. So thank you, Jordan. So a couple suggestions I have that are general.
1. Have a pulse
First of all, and I mean this quite literally, you need to continue to have a pulse.
If you shut down your business or your marketing, you may just think, "Well, okay, we're going to get less leads. We're going to get less of a good thing, but nothing bad is going to happen".
But the problem is this may be the only place people see you, and this may be where they come looking for you. So if you disappear, and especially in an environment like the pandemic where businesses are going under, people may look at that and say, "Oh, I guess they're not around anymore. I guess they're gone."
They might not come back. They might not come looking for you again. I think there's a very real danger of that, especially for small local businesses. So you want to make sure that your presence at least continues to exist. You have that pulse.
It doesn't have to be as frequent — you don't have to do as much work, you don't have to put out as much content, you don't have to be as active on social — but I think you have to at least show people that you're still alive and kicking so that they know to come back when things improve. Otherwise, they might just forget and go somewhere else.
2. Tell your story
I think it's okay, especially during times like this — and really any time that something is kind of going wrong — if you're remodeling, you're going to be closed for a couple months. That's a real negative thing that's hard. It's okay to be personal. It's okay to tell some of that story.
My kids' orthodontist, they're a family-owned business locally here. They were really great when they were closed. They were closed for a couple of months, about two or three months. They were as responsible as I think they could be about it. They communicated their plans, but they talked to us. They sent emails. They told us about their story. They told us about being a family-owned business and why this was hard and why they thought it was the right thing to do. So when they reopened, there was a real trust there, and I was willing to send my oldest back and get her checked out and get the normal stuff done, that I might not have been if I wasn't sure what was going on.
But I knew their procedures. I knew their story. I empathized with them, and I think that was a big deal. That's something you should do. It's okay to tell that, "Hey, this is hard. This is what's going on. Here's what's going on with us. We hope you come back. We're still here."
3. Try new things
Then I think this is an interesting time to try new things. And maybe that sounds counterintuitive because when you have less money, trying something new seems like a bad idea.
But it's okay to try new things. Maybe not as well as you normally would have. Ironically, this is a problem we've had with Whiteboard Friday. I've been remote my whole time at Moz, and so I've had to fly to Seattle to do recordings. So you see very few Whiteboard Fridays from me. There's a handful over the years and one that gets repeated a bit. Because we have a studio there, we were afraid that the quality might not be as good.
It might not be up to par. It might hurt our brand, honestly. But when the pandemic came, we said, "Hey, you know what? Now we have no choice. The studio is closed. We can't go into the office for a while." Actually, currently we're moving the office, so again we're delayed. So it opened up this opportunity to try something new, try something different. Even with equipment, it costs less than one of us flying out there and staying for a few days one time.
So it made sense, and we realized that during this time people were going to naturally be forgiving. If we could get to 70% or 80% quality and improve back up over time, it was going to be okay. So I encourage you to do that. Try some formats you might not have tried before. Try some video. Use some basic equipment. We did home recordings for MozCon this year.
It was great. We had some basic equipment, Logitech web cam, a clip-on USB mic, much less sophisticated than what I'm using right now, a couple of ring lights. Maybe 200 bucks' worth of equipment and a backdrop that really I thought looked great. It was really professional once we got used to it. Try podcasting.
Try something you haven't tried before. Don't worry about it being perfect, because I think this is a time that people will be okay with that. You can try some new things and hopefully come out stronger and come out with a new thing and resume what you were doing and maybe be ahead of where you were. So again, I just don't want you to think that if you turn this thing off, you can flip it back on.
Be realistic. Don't disappear. Try something new. Tell people what you're going through. Be human. I hope you all get through this okay and that things are going all right. It's great to see you. Thank you.
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People around the world are having important discussions about systemic racism, overt and covert bias, and how we can all do better.
Understanding the problem is the first step. To get a sense of conditions within the SEO community, we asked people to take our Diversity and Inclusion in SEO survey as part of our ongoing project to study the state of SEO.
Due to the subject matter and the way we reached out, our respondents were not a snapshot of the industry as a whole. We were very pleased to have 326 SEOs complete the survey, including a significant number of female, BIPOC, and LGBTQ+ participants. These are important voices that need to be heard, but as we analyzed the data, we were careful not to generalize the industry as a whole without accounting for potential sampling bias. We addressed this by looking at groups separately — straight white cisgender men, BIPOC women, LGBTQ+ men, and so forth.
We recognize that intersectionality is common. Many of the SEOs who shared their stories with us don’t fit neatly into a single group. We addressed that by counting people in each category that applied to them, so a gay Black man’s answers would be factored into both the LGBTQ+ and BIPOC analyses.
Who participated?
Of the 326 SEOs who participated, 231 respondents (70.9%) described themselves as white. Among the rest, 32 SEOs described themselves as Hispanic, Latino, or Spanish; 28 Black or African American; 18 Asian or Asian American; 11 Middle Eastern or North African; eight Indian or South Asian; four Native Hawaiian or other Pacific Islander; and three American Indian or Alaska Native. (Some people were counted in more than one category.)
Our respondents included 203 SEOs who identify as women (including one transgender woman), 109 who identify as men (including two transgender men), and 11 who consider themselves nonbinary, genderqueer, two-spirit, or gender nonconformist. Three people preferred not to share their gender.
With regard to sexual orientation, 72.8% described themselves as heterosexual, 25.2% as LGBTQ+, and 2% preferred not to say.
About two-thirds (218 SEOs) of the participants were from the U.S., and about one in 10 (35 SEOs) were from the United Kingdom. The rest came from 26 other countries across the globe. The average age was 34.5 with 6.9 years of experience in SEO. (Please see the methodology section at the end for more details.)
How is the SEO community doing with diversity and inclusion?
We started our study by asking SEOs how our industry compares with the rest of the business world when it comes to discrimination and bias. More than half of our participants (57.7%) had a different career or significant job experience in another field before working in SEO, so we figured they’d be in a position to know.
Overall, most people (58.7%) think SEO is about the same as other professions. But among those who disagree, more think it’s worse (26%) than better (15.2%).
Surprisingly, there was also no statistically significant difference between BIPOC and white respondents when we asked about prevalence of bias in the industry. However, when we asked how big a problem it is, things got interesting.
Both BIPOC and white SEOs felt much more positively about their own companies than the industry as a whole.
Slightly more than 40% of both BIPOC and white SEOs said discrimination is “not a serious problem at all” within their own companies. However, almost three-quarters of BIPOC SEOs (74.0%) and more than two-thirds of white SEOs (67.5%) said bias is a “moderately serious” or “extremely serious” problem in the SEO industry.
Emotions ran high in the comments for this section. Jamar Ramos, 38, the black male chief operations officer of Crunchy Links in Belmont, California wrote, “White men on SEO Twitter are the f***ing worst. They are defensive, uncouth, and destructive for the industry. So scared of losing power they will drive EVERY BIPOC from SEO if they could.”
Another Black SEO, a 29-year-old woman at a Chicago agency, commented, “As a Black woman (and queer at that), I have definitely not seen a woman like me. I always (somewhat) joked around that I'll be the Queen of SEO, but underneath those words was because I saw not only women underrepresented in the industry, but other minority subsects of being a woman underrepresented as well, such as being a Black woman and/or a queer Black woman. Where are we?!!"
Other perspectives were represented, as well. Said another 28-year-old Black female SEO, “I'm thrilled to work in an industry where there is the freedom to find multiple agencies that are welcoming to all, and the additional freedom to strike out on my own if I ever felt I should.” Many comments in later sections backed up these sentiments, with endorsements of the SEOs’ own companies and their diversity and inclusion policies.
How bad is it? Frequency of racial or ethnic bias in SEO
Our respondents were more diverse than the SEO industry as a whole, so we expect that their experiences would be a bit different, as well. Also, our survey was based on self-reporting, which can be inconsistent. That said, overall, 48.7% of our respondents told us they never experience racial or ethnic bias. Among the others, 6.7% experience racial or ethnic bias at least once a week, 10.9% at least once a month, 9.2% every couple of months, and 24.4% said it was rare but did happen on occasion.
Knowing that 7 out of 10 of our respondents were white, we broke the data down by the SEOs’ self-reported ethnic backgrounds to get a clearer idea about the extent of racial or ethnic bias. Here’s what we found.
Asian and Asian American SEOs were the most likely to say they experience ethnic bias at least once a week, followed by Hispanic or Latino SEOs.
Most Black or African American SEOs said discrimination was a monthly or bi-monthly experience for them. Not surprisingly, white SEOs were the least likely to experience racial or ethnic bias, although about a third said they do get discriminated against based on their heritage or cultural identity.
We’d like to know more about the racial and ethnic discrimination white SEOs are facing. Unfortunately, we focused on BIPOC and LGBTQ+ issues in this survey and did not include questions about religion, so we don’t know what role that might play. We also did not address ageism or disability issues. With each study we publish, we realize how much more we have to learn. We will be sure to explore those issues in future studies.
Gender and LGBTQ+ bias in SEO
There are a lot of forms of LGBTQ+ and gender bias. We let our survey participants interpret the phrase for themselves when asking how often they experience it. Overall, 94.1% of LGBTQ+ SEOs experience bias at least some of the time, and more than a third do so at least once a month. However, 72.5% of the heterosexual SEOs also said they feel gender discrimination at least some of the time.
The impact of bias
About 4 in 10 SEOs said they experienced bias in the past year. We asked them what impact it has had on their productivity, career trajectory, and happiness. Here’s what they said:
69.1% feel“Bias in the workplace has had a negative impact on my productivity and sense of engagement.” (38.3% strongly agreed; 30.8% slightly agreed)
72.1% feel “Bias in the workplace has had a negative impact on my career advancement and earnings.” (39.3% strongly agreed; 32.8% slightly agreed)
74.6% feel “Bias in the workplace has had a negative impact on my happiness, confidence, or well-being.” (42.6% strongly agreed; 32.0% slightly agreed)
The cost of bias
How do discrepancies in pay, being passed over for promotion, and other forms of discrimination add up over the course of a career? There are many variables when comparing incomes. For example, pay can vary based on years of experience, size of company, and specific expertise.
We did the best we could to compare the incomes of SEOs with similar career profiles. Ultimately, we chose to focus on SEO generalists working in the United States, which gave us the largest pool of responses. We broke them down by gender, ethnicity, and age. Our sample sizes for men ranged from 8 to 22 people in each subcategory. Our sample sizes for women ranged from 13 to 35 for each subcategory.
These were small groups, so the results are far from definitive. But the consistency of a disparity merits conversation. Here’s what we found.
For male SEO generalists working in the United States:
In their 20s, white male SEOs reported earning an average of $75,312 per year. BIPOC male SEOs in their 20s reported earning an average of $63,500 per year (18.6% less).
In their 30s, white male SEOs reported earning an average of $95,833 per year. BIPOC male SEOs in their 30s reported earning an average of $89,091 per year (7.6% less).
In their 40s, white male SEOs reported earning an average of $115,937 per year. BIPOC male SEOs in their 40s reported earning an average of $90,417 per year (28.2% less).
For female SEO generalists working in the United States:
In their 20s, white women SEOs reported earning an average of $75,384 per year. BIPOC women SEOs in their 20s reported earning an average of $61,250 per year (23% less).
In their 30s, white women SEOs reported earning an average of $86,571 per year. BIPOC women SEOs in their 30s reported earning an average of $86,094 per year (0.6% less).
In their 40s, white women SEOs reported earning an average of $109,375 per year. BIPOC women SEOs in their 40s reported earning an average of $101,094 per year (7.6% less).
What does on-the-job bias look like?
“Where are you really from?”
“Are you the new diversity hire?”
“But you all look alike.”
“You’re Asian, so you’re good at math, right?”
“You don’t speak Spanish?”
“Do you play basketball?”
“I think what she was trying to say was…”
It can happen to anyone, but people of color, members of the LGBTQ+ community, and women hear things like this often. A microaggression is a subtle behavior directed at a member of a marginalized group. It can be verbal or nonverbal, delivered consciously or not, and can pose a cumulative, damaging effect to the receiver.
Columbia University defines racial microaggressions as “brief and commonplace daily verbal, behavioral, or environmental indignities” that contain “hostile, derogatory, or negative” content or subtext. The result, according to a City University of New York study, can be “anxiety and depressive symptoms over and above the effects of non-race-specific stress.”
Minority racial and ethnic groups are often targets of microaggressions, but these offenses can be directed at any marginalized group in addition to people of color, including women, people with disabilities, individuals in the LGBTQ+ community, those with mental illness, single parents, and people in lower economic classes.
Many SEOs reported experiencing a cascade of microaggressions and similar offenses. A 46-year-old white woman in the U.K. with more than 15 years of experience in the field wrote, “I don’t feel I get taken at all seriously as a female SEO — to the extent that I stopped attending events years ago. It’s a total boys club, to the point of afterparties at strip clubs. As a woman, I’ve had male SEOs expect me to do all the legwork because my time is less important, and then they try and take credit for my work. When I called them out, I was met with bullying. It’s a disgusting situation to still be in after this long in the industry.”
The most common microaggression reported during the past year, by more than 4 in 5 SEOs (81.4%) in our poll, was being interrupted or spoken over. Second on the list, however, was an actively offensive action: Nearly 6 in 10 reported having an idea taken by someone else (57.5%).
Perhaps unsurprisingly, 44.1% of respondents reported being paid less than similarly qualified employees. A 2016 Pew Research center report supported the data on this enduring travesty with regard to race and gender. Additionally, Census Bureau data from as recently as 2018 showed that women of all races still earn 82 cents for every dollar earned by men.
Among the 48.4% of respondents who report being talked down to or treated as less capable than similarly qualified employees, several made poignant comments to back up their responses.
A 26-year-old biracial woman at a small Midwestern agency said, “I am constantly having to prove my case or strategies, even when the target audience I am marketing/optimizing for looks more like me than my colleagues. I am questioned constantly and asked to prove my work, despite being the only person at the company with the knowledge and skills to produce the work.”
And one technical SEO said, “I am a white, cisgendered woman, so I have a lot of privilege, but I still have clients who feel the need to verify my recommendations with their own ‘research’ (rudimentary Google search) or by checking my advice against the opinion of white men, many of whom have less experience than I do (‘My nephew learned about SEO in college, and he says …’).”
Other common verbal microaggressions reported by survey respondents include being addressed unprofessionally (41.3%), hearing crude or offensive jokes about race and ethnicity (36.1%), or about sexual orientation or gender identity (38.5%).
Drilling down: specific microaggression experiences by group
We asked SEOs in our survey about the types of microaggressions they’ve been exposed to in the field, and found that some types of microaggressions are more commonly experienced by certain groups. We sorted respondents into six groups based on gender, ethnicity, and LGBTQ+ orientation to see how different issues affected each demographic. In some cases, we found surprising results.
At least half of SEOs in each group registered the most common microaggression: being interrupted or spoken over. In all, 91.1% of straight, white, cisgender women and 90.7% of LGBTQ+ women report this happening to them, while a surprising 82.5% of straight, white, cisgender men share the experience. Men in the BIPOC group reported barely half as many incidences of this microaggression in their experience.
All three categories of women were most likely to report a pay gap and having their ideas stolen. Reports from straight, white, cisgender women (65.8%), LGBTQ+ women (60.5%), and BIPOC women (59.3%) were remarkably consistent, falling within just slightly more than six percentage points of one another.
Meanwhile, men in the BIPOC group were most likely to say they’d been passed over for a promotion (41.7%), followed closely by LGBTQ+ men (40%), and women (37.2%).
Bad-faith banter
Conversations on the job were fertile ground for verbal microaggressions of different types. What some might consider harmless banter may not be harmless at all. We explored jokes and other verbal interactions that SEOs reported as disrespectful and hurtful.
We defined four different categories and found that the most common complaint occurred among straight, white, and cisgender women, 68.4% of whom reported “being talked down to or treated as less capable than similarly qualified employees.”
The other two most common complaints involved hearing “offensive jokes about race or ethnicity.” A total of 58.3% of BIPOC men reported hearing such jokes, but interestingly, even more LGBTQ+ men (60%) said they’d been exposed to this kind of inappropriate humor. And 37% of BIPOC women endured the same treatment.
A disappointing wealth of examples of this egregious behavior was described in the comments.
A 32-year-old white SEO who identifies as gender nonconformist described the time a “past employer, during the interview process, told me he wanted to make it clear to his (service industry) customers he wasn’t going to send any Black people to their homes. This job was rampant with racism and misogyny. I took the job out of desperation and got out as soon as I could.”
Another SEO, a 37-year-old Black woman, wrote, “When starting out, I worked at a boutique agency where many people felt comfortable telling Black and Asian jokes to me. I was on time for a business trip meetup at 5 a.m. and one employee joked that he didn’t realize Black people could get up that early. I left as soon as I could get another job that wouldn’t ding my résumé.”
Slightly more than 53% of LGBTQ+ women and men responded that they’d heard offensive jokes about gender identity or sexual orientation, the highest in that category. Likewise, LGBTQ+ men (20%) and women (14%) were most likely to have been asked how they got hired.
Mixed messages at work
Next, we considered four categories in which employees are implicitly singled out because of their membership in a marginalized group.
On the one hand, we asked whether group members had been singled out to promote an appearance of diversity — through tokenism or by assigning them to resolve problems of bias. The dubious value that such a request (under the best of circumstances) might signify, though, is negated by their opposite and often accompanying tendencies: targeting certain people or groups with suspicion (by being monitored more closely) or with criticism for their being “too sensitive” to discriminatory language/behavior.
LGBTQ+ men were most likely to report instances of tokenism (26.7%) and being labeled “too sensitive” (33.3%) to discrimination. BIPOC women ranked next in those categories, with 22.2% and 29.6%, respectively. Similarly, one-third of BIPOC women (33.3%) reported being supervised more closely than similarly qualified employees.
The comments for this section were rife with examples, like the one from a 36-year-old Hispanic/Latino male who described “being asked to ‘woke-check’ social content to see if anything in it might trigger a backlash from the immigrant community.”
Unsurprisingly, straight, white, cisgender men and women ranked in the bottom half of those reporting in each of the four categories. But men and women in other categories reported varying results. Nearly three times as many LGBTQ+ men (26.7%) as women (9.3%) said they’d experienced tokenism. Meanwhile, BIPOC women were far more likely than men — 29.6% to 8.3% — to report being labeled “too sensitive” for calling out discriminatory behavior or language.
We specifically asked BIPOC respondents to our survey how often they’d experienced three common forms of microaggression, dividing participants into four groups:
Middle Eastern/North African
Black/African American
Hispanic/Latino
Asian/Asian-American
All four groups reported that the most common of the three microaggressions we asked about was being complimented for being articulate or “well-spoken” — indicating an implied and unfounded expectation that they wouldn’t be. Three-quarters (75%) of Middle Eastern/North African respondents and two-thirds (66.7%) of Black/African American survey participants said this had happened to them.
In addition, nearly half (47.6%) of Hispanic/Latino group members surveyed said they’d been asked where they’re “actually” from. This was at least 20 percentage points higher than for any of the other three groups. The results appear to reflect a bias against immigrants from Mexico and Central America, and a baseless distrust of their status as citizens or legal residents.
The third question explored what researchers have identified as a tendency to view members of other racial or ethnic groups as interchangeable: a bias that can lead to stereotyping and discrimination. In this instance, Black/African American participants were significantly more likely (44.4%) to indicate they’d been mistaken for someone else of their race or ethnicity.
How diverse are SEOs’ workplaces?
Representation of diverse populations is a huge issue in the microcosm of the SEO industry, as well as the macrocosm of business and society in general. We were interested in how SEOs viewed diversity in the rosters at their workplaces, both in the rank-and-file employee roster and in executive or leadership positions.
Survey respondents were nearly evenly split between working for an agency and working in-house at a company (45.9% and 42.2%, respectively), while the remainder split the difference between freelancing (5.3%) and consulting (6.6%) in the SEO field.
Overall diversity levels never exceeded 15.3% for organizations of any size, hitting that level for companies with 2-10 employees and again for businesses with 251-1,000 workers. Companies with 11-25 workers turned in a percentage of 12.1%.
Percentages were lowest at the largest corporations, with the worst showing (5%) at companies with 5,001-10,000 workers. Companies with more than 10,000 employees (6.5%) and with 1,001-5,000 workers (6.9%) did only slightly better. One-person companies were also relatively less likely to be diverse than other small or midsize businesses, at 7.5%.
To further plumb the depths of representation in various SEO employment situations, we asked survey respondents to estimate the level of diversity in their organizations, including at leadership levels. We asked the same question for racial and ethnic diversity and for gender and LGBTQ+ diversity.
BIPOC diversity
In exploring diversity levels for SEOs with regard to race and ethnicity, we found a fairly even split between those that were rated “somewhat” or “very diverse” (slightly more than 54%) and those that were “not very” or not at all diverse (roughly 46%). At the extremes, roughly 16% were very diverse, and just slightly less were not diverse at all.
But, as mentioned, leadership is less diverse: Fully half (50.4%) of companies said they had no diverse individuals in leadership roles, and just over 7% reported more than half of their leadership was diverse. In total, 82.5% of respondents said diverse individuals comprised less than 25% of their company’s leadership or less.
At major tech companies such as Facebook, Apple, and Microsoft, the bulk of racial and ethnic diversity in 2017 was represented by Asian employees, with Black and Hispanic employees making up just small slivers of the workforce.
Gender and LGBTQ+ diversity
When it comes to gender or sexual orientation, diversity results are slightly higher than those for race and ethnicity. More than 6 in 10 respondents (61.8%) answered that their companies were either very (20.9%) or somewhat (40.9%) diverse, compared with just 12% who said they were not diverse at all.
More specifically, however, the data seems to indicate less diversity.
For women, a 2018 report by the National Center for Women & Technology found that their share of the workforce at tech-related companies was 26%, far shy of the 57% for the U.S. workforce in general. Meanwhile, Black, Latina, and Native American women made up just 4% of computing jobs, even though they accounted for 16% of the overall population.
The numbers for LGBTQ+ leadership in our survey were even less encouraging: More than 4 in 10 survey participants (41.7%) said their leadership teams did not include any LGBTQ+ members, while a mere 4.4% said that more than a quarter of those team members were LGBTQ+ individuals.
An interesting finding: 37.4% of those who responded said they were not sure about the LGBTQ+ membership composition of their leadership teams. This would seem to indicate that many team members choose not to share their sexual orientation, suggesting a bigger-than-expected separation between private and professional life.
How important is diversity in SEOs’ workplaces?
In answer to the question, “Is diversity and inclusion a priority in your company,” the comments varied widely. Some respondents simply answered “No” — or if it was, they weren’t aware of it.
At the other end of the spectrum were comments along the lines of “We don’t need to try; our team is just naturally diverse and inclusive.” (As with other responses, the survey cannot address the accuracy of self-assessment.) Several other comments indicated that the company strived to hire the best person for the job, “regardless of any stereotype.”
Other responses were slightly more specific. Several said their companies had only started focusing on diversity in response to the Black Lives Matter movement after George Floyd’s death in police custody.
Others indicated that their companies have an established focus on gender equality, but had only recently begun to address BIPOC or LGBTQ+ issues. A 34-year-old gay white man at a large company wrote, “Diversity and inclusion is a priority for the gender pay gap, but doesn’t include or reference race or LGBT. There’s a women’s mentor program to help promote women to higher roles, and there’s a women’s network to raise visibility.”
When asked whether diversity was a priority at their company, nearly half (49.7%) of the SEOs indicated that it was — nearly three times as many as those who said it wasn’t (17.2%). One in five (20.34%) weren’t sure, and 12.8% checked “Other” and were asked to elaborate with specific responses. Roughly 19% of those questioned elected not to answer.
What steps do companies take to encourage diversity and inclusion?
The prevalence of “Yes” answers was encouraging. Many of these were followed up with detailed descriptions of initiatives and programs in place to promote diversity and inclusion at the respondents’ workplaces.
For example, a 29-year-old Black woman who described her company as “very diverse” detailed the organization’s initiatives like this: “We have a diversity and inclusion council with men and women of all different backgrounds from across the world. We have a North American task force; we publish our diversity data; we do outreach to educational institutions including HBCUs [historically black colleges and universities] to source talent; and we have anti-racism and inclusion training.”
Also, a 28-year-old woman who identifies as American Indian or Alaska Native in Austin, Texas, commented, “Our leadership has recently made great strides to take action to ensure diversity and inclusion is a topic our entire company is knowledgeable about. We are also taking actions to raise awareness about inequality in the tech industry in a landmark report about BIPOC in tech as well as finding ways to volunteer with a BIPOC kids coding organization.”
The number and breadth of diversity and inclusion initiatives our SEOs described were also encouraging. These ranged from interactive activities such as diversity training sessions and workshops to company communication efforts like informative newsletters and the publication of diversity data.
When it comes to personnel management, some businesses are further seeking to instill diversity and excise bias in their criteria for recruiting, hiring, and promoting. And, especially important in response to the on-the-job-learning aspects specific to the SEO field, participation in internships and mentoring programs is also a growing and well-supported option.
A 28-year-old Black nonbinary SEO described several initiatives at her large agency, saying, “They have a group focused on diversity, equity, and inclusion. They are updating their practices around recruiting and interviewing to remove any unconscious racial biases. And, providing mandatory anti-racist training for all employees.”
For more detailed information on the measures companies are enacting to improve diversity and inclusion within their organizations, continue to the section below.
What are some solutions?
Diversity and inclusion data can look discouraging overall, but anecdotal responses told us that a breadth of measures are being taken to address disparities in representation, discriminatory practices, and inherent bias in everyday operations. Here are several of the initiatives cited by survey takers to enhance diversity and inclusion in the SEO workplace.
1. Initiatives at the corporate level
Employee participation in and consultation with advisory panels and task forces was a commonly cited effort, in addition to compiling and distributing informative resources like newsletters and reading lists. Several respondents described opt-in cultural activities designed to facilitate diversity, such as setting up Slack channels around particular affinities or topics, establishing employee book clubs, and spotlighting diversity in holiday celebrations.
One SEO generalist in the U.K., a 37-year-old white woman, described several activities of her company’s diversity organization, among them “[organizing] events around different holidays so everyone feels included. We celebrate Eid and Diwali, for example, and everyone in the company is encouraged to share and request days organized around things that are important to them. It’s a great initiative and I’ve learned so much from people openly sharing and discussing.”
2. Employee resource groups
Affinity-based employee resource groups, or ERGs, were cited as extremely valued resources for SEOs. These groups foster safe and informed forums in which different groups can gather to discuss issues, devise requests, suggest solutions, and share information.
One SEO manager, a 58-year-old white trans woman with nearly 15 years in the business, commented, “I am a five-time elected board member of the LGBTQIA ERG diversity group, Pride. We have seven ERGs here at [my company].”
Depending on the workplace and its demographics and company culture, ERGs may center on shared issues of gender, age, race and ethnicity, LGBTQ+ orientation, disability, mental health, neurodiversity, religion, parenting, military or veteran status, international communities, women in leadership, and more.
Naturally, any group is most effective and receives greater respect and resources when it’s sponsored and promoted by leaders at the executive level — whether or not the leaders share the demographics of the group.
3. Personal education and growth
Each individual has a responsibility to self-educate on topics related to bias and discrimination, diversity, equity, and inclusion surrounding the struggle of groups historically targeted for exclusion and injustice.
4. Allies in leadership
The support and advocacy of leaders at the executive level is not only the only ingredient necessary for changing company cultures overall. The vocal and steadfast support of allies from other groups is essential — and, unfortunately, often still lacking.
One SEO consultant, a 49-year-old woman who is biracial Latina and white, put it quite succinctly: “I see a lot of women in the SEO industry speaking out about the lack of diversity and inclusion, but very few men in the industry. Whenever one of these conversations gets going on Twitter, most of the men in SEO whom I follow suddenly get very quiet. The industry is only going to change when men also start taking action and speaking out about how the industry treats everyone other than men. Silence is complicity.”
5. Speaking up: see something, say something
Many people witness incidents of bias but struggle with how to respond. Especially if a company has not formalized a set of procedures for addressing such conflicts, employees are left to figure it out on their own.
As we know, there is no standardized societal guidebook for how to deal with discriminatory situations, especially in the U.S., where attitudes can be polarized and discussions difficult to initiate or sustain. Consequently, people chose a variety of responses to these situations, as evidenced by these findings:
As part of our survey, we asked participants whether they’d witnessed discrimination or bias against someone in their workplace during the past year based on race, ethnicity, gender, or sexual orientation. In all, 43.2% replied that they had, so we asked these participants to go further by telling us what they did in response.
Of that group, more than 4 in 10 (42.9%) took no action because they didn’t feel comfortable getting involved. This was true even though the U.S. Equal Opportunity Commission has declared that workers “have a right to work free of discrimination” based on “race, color, religion, sex (including pregnancy), national origin, disability, age (age 40 or older) or genetic information.”
One reason may be fear of retaliation, which the EEOC found was the most common issue cited by federal employees in discrimination cases. The same is likely true in the private sector. Respondents may fear the outcome if their employer fails to act on their report, and/or the accused discovers the source of the complaint.
In light of this, it was encouraging to find in our survey that 41.2% of witnesses to workplace discrimination told their supervisor. (Another option, reporting the conduct to Human Resources, was not included as a choice among our survey answers).
The most common answer: 56.3% confided in a colleague. This might indicate that these respondents weren’t comfortable going to an in-house supervisor, but also that they felt distressed enough about the situation that they wanted to tell someone.
Among other responses, slightly more than one-third (33.6%) spoke out in the moment, while others addressed the situation later, either with the target of the discrimination (37.8%) or the perpetrator (21%). In the accompanying comments, several reported following up later with both the target and the perpetrator.
6. Mentoring someone from a different background
SEO is a peculiar field in that there isn’t a well-defined path into the industry. The majority of SEOs are self-taught or learn on the job, figuring things out as they go. Or they have a mentor. One in three SEOs surveyed (33.1%) said mentors were their most significant source of SEO knowledge early in their careers.
Our survey asked four questions that went to the question of diversity among mentors. The first two asked whether respondents had worked with a mentor 1) of their own gender and/or 2) of the same race/ethnicity as theirs.
The results were interesting. While only 41.9% reported working with a mentor of their own gender, more than two-thirds (69.5%) said they’d worked with one of the same race/ethnicity. This would seem to indicate more diverse interaction among genders than exists between people of different races and ethnicities.
The next two questions asked whether respondents had worked with a BIPOC mentor and a member of the LGBTQ+ community. In terms of diversity, the results of the first question were disappointing, while answers to the second were encouraging.
A total of 10.8% said they’d worked with a BIPOC member, but that was far short of the U.S. population for that category, according to the U.S. Census. Black Americans alone accounted for 13.4% of the U.S. population in 2019, according to Census Bureau estimates, with Hispanic/Latino individuals checking in at 18.5%.
By contrast, 10.4% of respondents in our survey said they’d worked with a mentor from the LGBTQ+ community. That’s nearly double the percentage of LGBTQ individuals in tech-heavy California during 2019, according to the UCLA School of Law Williams Institute, which placed the figure at 5.3%.
Methodology
These insights were the result of a month-long survey of 326 SEO professionals conducted by North Star Inbound from August 24 to September 28, 2020. We promoted the survey on Twitter, our own blog, and by email. We’re grateful to Moz and Search Engine Land for also sharing the link.
In terms of gender, the SEOs described themselves as follows:
203 identify as women
109 identify as men
1 is a trans woman
2 are trans men
11 are nonbinary, genderqueer, two-spirit, or gender nonconformist
3 preferred not to say
With regard to sexual orientation:
72.8% said they were heterosexual
11.5% said they were bisexual
4.1% said they were pansexual
3.9% said they were gay
3.3% said they were lesbian
1.1% said they were asexual
1.9% preferred not to say
The SEOs described their race or ethnicity as follows: (Participants were able to check more than one box)
233 White
30 Hispanic, Latino, or Spanish
25 Black or African American
13 Asian or Asian American
7 South Asian/Indian subcontinent
5 Middle Eastern/North African/Arabian peninsula
4 Native Hawaiian or other Pacific Islander
2 American Indian or Alaska Native
The SEOs who completed the survey came from the following countries:
218 from the U.S.
35 from the U.K.
11 from Canada
9 from Germany
8 from Taiwan
6 from Spain
2 each from Australia, Brazil, France, India, Israel, Japan, the Netherlands, Nigeria, Poland, Romania, and Switzerland
1 each from Argentina, Austria, China, Ireland, Italy, Lithuania, Malta, Mauritius, Peru, Portugal, and Turkey
The survey respondents’ average number of years in SEO was 6.9. The median number of years was 5. The average age was 34.5, and the median age was 32.
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