More on Personal Growth
Hudson Rennie
2 years ago
My Work at a $1.2 Billion Startup That Failed
Sometimes doing everything correctly isn't enough.
In 2020, I could fix my life.
After failing to start a business, I owed $40,000 and had no work.
A $1.2 billion startup on the cusp of going public pulled me up.
Ironically, it was getting ready for an epic fall — with the world watching.
Life sometimes helps. Without a base, even the strongest fall. A corporation that did everything right failed 3 months after going public.
First-row view.
Apple is the creator of Adore.
Out of respect, I've altered the company and employees' names in this account, despite their failure.
Although being a publicly traded company, it may become obvious.
We’ll call it “Adore” — a revolutionary concept in retail shopping.
Two Apple execs established Adore in 2014 with a focus on people-first purchasing.
Jon and Tim:
The concept for the stylish Apple retail locations you see today was developed by retail expert Jon Swanson, who collaborated closely with Steve Jobs.
Tim Cruiter is a graphic designer who produced the recognizable bouncing lamp video that appears at the start of every Pixar film.
The dynamic duo realized their vision.
“What if you could combine the convenience of online shopping with the confidence of the conventional brick-and-mortar store experience.”
Adore's mobile store concept combined traditional retail with online shopping.
Adore brought joy to 70+ cities and 4 countries over 7 years, including the US, Canada, and the UK.
Being employed on the ground floor, with world dominance and IPO on the horizon, was exciting.
I started as an Adore Expert.
I delivered cell phones, helped consumers set them up, and sold add-ons.
As the company grew, I became a Virtual Learning Facilitator and trained new employees across North America using Zoom.
In this capacity, I gained corporate insider knowledge. I worked with the creative team and Jon and Tim.
It's where I saw company foundation fissures. Despite appearances, investors were concerned.
The business strategy was ground-breaking.
Even after seeing my employee stocks fall from a home down payment to $0 (when Adore filed for bankruptcy), it's hard to pinpoint what went wrong.
Solid business model, well-executed.
Jon and Tim's chase for public funding ended in glory.
Here’s the business model in a nutshell:
Buying cell phones is cumbersome. You have two choices:
Online purchase: not knowing what plan you require or how to operate your device.
Enter a store, which can be troublesome and stressful.
Apple, AT&T, and Rogers offered Adore as a free delivery add-on. Customers could:
Have their phone delivered by UPS or Canada Post in 1-2 weeks.
Alternately, arrange for a person to visit them the same day (or sometimes even the same hour) to assist them set up their phone and demonstrate how to use it (transferring contacts, switching the SIM card, etc.).
Each Adore Expert brought a van with extra devices and accessories to customers.
Happy customers.
Here’s how Adore and its partners made money:
Adores partners appreciated sending Experts to consumers' homes since they improved customer satisfaction, average sale, and gadget returns.
**Telecom enterprises have low customer satisfaction. The average NPS is 30/100. Adore's global NPS was 80.
Adore made money by:
a set cost for each delivery
commission on sold warranties and extras
Consumer product applications seemed infinite.
A proprietary scheduling system (“The Adore App”), allowed for same-day, even same-hour deliveries.
It differentiates Adore.
They treated staff generously by:
Options on stock
health advantages
sales enticements
high rates per hour
Four-day workweeks were set by experts.
Being hired early felt like joining Uber, Netflix, or Tesla. We hoped the company's stocks would rise.
Exciting times.
I smiled as I greeted more than 1,000 new staff.
I spent a decade in retail before joining Adore. I needed a change.
After a leap of faith, I needed a lifeline. So, I applied for retail sales jobs in the spring of 2019.
The universe typically offers you what you want after you accept what you need. I needed a job to settle my debt and reach $0 again.
And the universe listened.
After being hired as an Adore Expert, I became a Virtual Learning Facilitator. Enough said.
After weeks of economic damage from the pandemic.
This employment let me work from home during the pandemic. It taught me excellent business skills.
I was active in brainstorming, onboarding new personnel, and expanding communication as we grew.
This job gave me vital skills and a regular paycheck during the pandemic.
It wasn’t until January of 2022 that I left on my own accord to try to work for myself again — this time, it’s going much better.
Adore was perfect. We valued:
Connection
Discovery
Empathy
Everything we did centered on compassion, and we held frequent Justice Calls to discuss diversity and work culture.
The last day of onboarding typically ended in tears as employees felt like they'd found a home, as I had.
Like all nice things, the wonderful vibes ended.
First indication of distress
My first day at the workplace was great.
Fun, intuitive, and they wanted creative individuals, not salesman.
While sales were important, the company's vision was more important.
“To deliver joy through life-changing mobile retail experiences.”
Thorough, forward-thinking training. We had a module on intuition. It gave us role ownership.
We were flown cross-country for training, gave feedback, and felt like we made a difference. Multiple contacts responded immediately and enthusiastically.
The atmosphere was genuine.
Making money was secondary, though. Incredible service was a priority.
Jon and Tim answered new hires' questions during Zoom calls during onboarding. CEOs seldom meet new hires this way, but they seemed to enjoy it.
All appeared well.
But in late 2021, things started changing.
Adore's leadership changed after its IPO. From basic values to sales maximization. We lost communication and were forced to fend for ourselves.
Removed the training wheels.
It got tougher to gain instructions from those above me, and new employees told me their roles weren't as advertised.
External money-focused managers were hired.
Instead of creative types, we hired salespeople.
With a new focus on numbers, Adore's uniqueness began to crumble.
Via Zoom, hundreds of workers were let go.
So.
Early in 2022, mass Zoom firings were trending. A CEO firing 900 workers over Zoom went viral.
Adore was special to me, but it became a headline.
30 June 2022, Vice Motherboard published Watch as Adore's CEO Fires Hundreds.
It described a leaked video of Jon Swanson laying off all staff in Canada and the UK.
They called it a “notice of redundancy”.
The corporation couldn't pay its employees.
I loved Adore's underlying ideals, among other things. We called clients Adorers and sold solutions, not add-ons.
But, like anything, a company is only as strong as its weakest link. And obviously, the people-first focus wasn’t making enough money.
There were signs. The expansion was presumably a race against time and money.
Adore finally declared bankruptcy.
Adore declared bankruptcy 3 months after going public. It happened in waves, like any large-scale fall.
Initial key players to leave were
Then, communication deteriorated.
Lastly, the corporate culture disintegrated.
6 months after leaving Adore, I received a letter in the mail from a Law firm — it was about my stocks.
Adore filed Chapter 11. I had to sue to collect my worthless investments.
I hoped those stocks will be valuable someday. Nope. Nope.
Sad, I sighed.
$1.2 billion firm gone.
I left the workplace 3 months before starting a writing business. Despite being mediocre, I'm doing fine.
I got up as Adore fell.
Finally, can we scale kindness?
I trust my gut. Changes at Adore made me leave before it sank.
Adores' unceremonious slide from a top startup to bankruptcy is astonishing to me.
The company did everything perfectly, in my opinion.
first to market,
provided excellent service
paid their staff handsomely.
was responsible and attentive to criticism
The company wasn't led by an egotistical eccentric. The crew had centuries of cumulative space experience.
I'm optimistic about the future of work culture, but is compassion scalable?
Glorin Santhosh
3 years ago
In his final days, Steve Jobs sent an email to himself. What It Said Was This
An email capturing Steve Jobs's philosophy.
Steve Jobs may have been the most inspired and driven entrepreneur.
He worked on projects because he wanted to leave a legacy.
Steve Jobs' final email to himself encapsulated his philosophy.
After his death from pancreatic cancer in October 2011, Laurene Powell Jobs released the email. He was 56.
Read: Steve Jobs by Walter Isaacson (#BestSeller)
The Email:
September 2010 Steve Jobs email:
“I grow little of the food I eat, and of the little I do grow, I do not breed or perfect the seeds.” “I do not make my own clothing. I speak a language I did not invent or refine,” he continued. “I did not discover the mathematics I use… I am moved by music I did not create myself.”
Jobs ended his email by reflecting on how others created everything he uses.
He wrote:
“When I needed medical attention, I was helpless to help myself survive.”
The Apple co-founder concluded by praising humanity.
“I did not invent the transistor, the microprocessor, object-oriented programming, or most of the technology I work with. I love and admire my species, living and dead, and am totally dependent on them for my life and well-being,” he concluded.
The email was made public as a part of the Steve Jobs Archive, a website that was launched in tribute to his legacy.
Steve Jobs' widow founded the internet archive. Apple CEO Tim Cook and former design leader Jony Ive were prominent guests.
Steve Jobs has always inspired because he shows how even the best can be improved.
High expectations were always there, and they were consistently met.
We miss him because he was one of the few with lifelong enthusiasm and persona.
Joseph Mavericks
3 years ago
The world's 36th richest man uses a 5-step system to get what he wants.
Ray Dalio's super-effective roadmap
Ray Dalio's $22 billion net worth ranks him 36th globally. From 1975 to 2011, he built the world's most successful hedge fund, never losing more than 4% from 1991 to 2020. (and only doing so during 3 calendar years).
Dalio describes a 5-step process in his best-selling book Principles. It's the playbook he's used to build his hedge fund, beat the markets, and face personal challenges.
This 5-step system is so valuable and well-explained that I didn't edit or change anything; I only added my own insights in the parts I found most relevant and/or relatable as a young entrepreneur. The system's overview:
Have clear goals
Identify and don’t tolerate problems
Diagnose problems to get at their root causes
Design plans that will get you around those problems
Do what is necessary to push through the plans to get results
If you follow these 5 steps in a virtuous loop, you'll almost always see results. Repeat the process for each goal you have.
1. Have clear goals
a) Prioritize: You can have almost anything, but not everything.
I started and never launched dozens of projects for 10 years because I was scattered. I opened a t-shirt store, traded algorithms, sold art on Instagram, painted skateboards, and tinkered with electronics. I decided to try blogging for 6 months to see where it took me. Still going after 3 years.
b) Don’t confuse goals with desires.
A goal inspires you to act. Unreasonable desires prevent you from achieving your goals.
c) Reconcile your goals and desires to decide what you want.
d) Don't confuse success with its trappings.
e) Never dismiss a goal as unattainable.
Always one path is best. Your perception of what's possible depends on what you know now. I never thought I'd make money writing online so quickly, and now I see a whole new horizon of business opportunities I didn't know about before.
f) Expectations create abilities.
Don't limit your abilities. More you strive, the more you'll achieve.
g) Flexibility and self-accountability can almost guarantee success.
Flexible people accept what reality or others teach them. Self-accountability is the ability to recognize your mistakes and be more creative, flexible, and determined.
h) Handling setbacks well is as important as moving forward.
Learn when to minimize losses and when to let go and move on.
2. Don't ignore problems
a) See painful problems as improvement opportunities.
Every problem, painful situation, and challenge is an opportunity. Read The Art of Happiness for more.
b) Don't avoid problems because of harsh realities.
Recognizing your weaknesses isn't the same as giving in. It's the first step in overcoming them.
c) Specify your issues.
There is no "one-size-fits-all" solution.
d) Don’t mistake a cause of a problem with the real problem.
"I can't sleep" is a cause, not a problem. "I'm underperforming" could be a problem.
e) Separate big from small problems.
You have limited time and energy, so focus on the biggest problems.
f) Don't ignore a problem.
Identifying a problem and tolerating it is like not identifying it.
3. Identify problems' root causes
a) Decide "what to do" after assessing "what is."
"A good diagnosis takes 15 to 60 minutes, depending on its accuracy and complexity. [...] Like principles, root causes recur in different situations.
b) Separate proximate and root causes.
"You can only solve problems by removing their root causes, and to do that, you must distinguish symptoms from disease."
c) Knowing someone's (or your own) personality can help you predict their behavior.
4. Design plans that will get you around the problems
a) Retrace your steps.
Analyze your past to determine your future.
b) Consider your problem a machine's output.
Consider how to improve your machine. It's a game then.
c) There are many ways to reach your goals.
Find a solution.
d) Visualize who will do what in your plan like a movie script.
Consider your movie's actors and script's turning points, then act accordingly. The game continues.
e) Document your plan so others can judge your progress.
Accountability boosts success.
f) Know that a good plan doesn't take much time.
The execution is usually the hardest part, but most people either don't have a plan or keep changing it. Don't drive while building the car. Build it first, because it'll be bumpy.
5. Do what is necessary to push through the plans to get results
a) Great planners without execution fail.
Life is won with more than just planning. Similarly, practice without talent beats talent without practice.
b) Work ethic is undervalued.
Hyper-productivity is praised in corporate America, even if it leads nowhere. To get things done, use checklists, fewer emails, and more desk time.
c) Set clear metrics to ensure plan adherence.
I've written about the OKR strategy for organizations with multiple people here. If you're on your own, I recommend the Wheel of Life approach. Both systems start with goals and tasks to achieve them. Then start executing on a realistic timeline.
If you find solutions, weaknesses don't matter.
Everyone's weak. You, me, Gates, Dalio, even Musk. Nobody will be great at all 5 steps of the system because no one can think in all the ways required. Some are good at analyzing and diagnosing but bad at executing. Some are good planners but poor communicators. Others lack self-discipline.
Stay humble and ask for help when needed. Nobody has ever succeeded 100% on their own, without anyone else's help. That's the paradox of individual success: teamwork is the only way to get there.
Most people won't have the skills to execute even the best plan. You can get missing skills in two ways:
Self-taught (time-consuming)
Others' (requires humility) light
On knowing what to do with your life
“Some people have good mental maps and know what to do on their own. Maybe they learned them or were blessed with common sense. They have more answers than others. Others are more humble and open-minded. […] Open-mindedness and mental maps are most powerful.” — Ray Dalio
I've always known what I wanted to do, so I'm lucky. I'm almost 30 and have always had trouble executing. Good thing I never stopped experimenting, but I never committed to anything long-term. I jumped between projects. I decided 3 years ago to stick to one project for at least 6 months and haven't looked back.
Maybe you're good at staying focused and executing, but you don't know what to do. Maybe you have none of these because you haven't found your purpose. Always try new projects and talk to as many people as possible. It will give you inspiration and ideas and set you up for success.
There is almost always a way to achieve a crazy goal or idea.
Enjoy the journey, whichever path you take.
You might also like
Tom Smykowski
2 years ago
CSS Scroll-linked Animations Will Transform The Web's User Experience
We may never tap again in ten years.
I discussed styling websites and web apps on smartwatches in my earlier article on W3C standardization.
The Parallax Chronicles
Section containing examples and flying objects
Another intriguing Working Draft I found applies to all devices, including smartphones.
These pages may have something intriguing. Take your time. Return after scrolling:
What connects these three pages?
JustinWick at English Wikipedia • CC-BY-SA-3.0
Scroll-linked animation, commonly called parallax, is the effect.
WordPress theme developers' quick setup and low-code tools made the effect popular around 2014.
Parallax: Why Designers Love It
The chapter that your designer shouldn't read
Online video playback required searching, scrolling, and clicking ten years ago. Scroll and click four years ago.
Some video sites let you swipe to autoplay the next video from an endless list.
UI designers create scrollable pages and apps to accommodate the behavioral change.
Web interactivity used to be mouse-based. Clicking a button opened a help drawer, and hovering animated it.
However, a large page with more material requires fewer buttons and less interactiveness.
Designers choose scroll-based effects. Design and frontend developers must fight the trend but prepare for the worst.
How to Create Parallax
The component that you might want to show the designer
JavaScript-based effects track page scrolling and apply animations.
Javascript libraries like lax.js simplify it.
Using it needs a lot of human mathematical and physical computations.
Your asset library must also be prepared to display your website on a laptop, television, smartphone, tablet, foldable smartphone, and possibly even a microwave.
Overall, scroll-based animations can be solved better.
CSS Scroll-linked Animations
CSS makes sense since it's presentational. A Working Draft has been laying the groundwork for the next generation of interactiveness.
The new CSS property scroll-timeline powers the feature, which MDN describes well.
Before testing it, you should realize it is poorly supported:
Firefox 103 currently supports it.
There is also a polyfill, with some demo examples to explore.
Summary
Web design was a protracted process. Started with pages with static backdrop images and scrollable text. Artists and designers may use the scroll-based animation CSS API to completely revamp our web experience.
It's a promising frontier. This post may attract a future scrollable web designer.
Ps. I have created flashcards for HTML, Javascript etc. Check them out!
Rachel Greenberg
3 years ago
The Unsettling Fact VC-Backed Entrepreneurs Don't Want You to Know
What they'll do is scarier.
My acquaintance recently joined a VC-funded startup. Money, equity, and upside possibilities were nice, but he had a nagging dread.
They just secured a $40M round and are hiring like crazy to prepare for their IPO in two years. All signals pointed to this startup's (a B2B IT business in a stable industry) success, and its equity-holding workers wouldn't pass that up.
Five months after starting the work, my friend struggled with leaving. We might overlook the awful culture and long hours at the proper price. This price plus the company's fate and survival abilities sent my friend departing in an unpleasant unplanned resignation before jumping on yet another sinking ship.
This affects founders. This affects VC-backed companies (and all businesses). This affects anyone starting, buying, or running a business.
Here's the under-the-table approach that's draining VC capital, leaving staff terrified (or jobless), founders rattled, and investors upset. How to recognize, solve, and avoid it
The unsettling reality behind door #1
You can't raise money off just your looks, right? If "looks" means your founding team's expertise, then maybe. In my friend's case, the founding team's strong qualifications and track records won over investors before talking figures.
They're hardly the only startup to raise money without a profitable customer acquisition strategy. Another firm raised money for an expensive sleep product because it's eco-friendly. They were off to the races with a few keywords and key players.
Both companies, along with numerous others, elected to invest on product development first. Company A employed all the tech, then courted half their market (they’re a tech marketplace that connects two parties). Company B spent millions on R&D to create a palatable product, then flooded the world with marketing.
My friend is on Company B's financial team, and he's seen where they've gone wrong. It's terrible.
Company A (tech market): Growing? Not quite. To achieve the ambitious expansion they (and their investors) demand, they've poured much of their little capital into salespeople: Cold-calling commission and salary salesmen. Is it working? Considering attrition and companies' dwindling capital, I don't think so.
Company B (green sleep) has been hiring, digital marketing, and opening new stores like crazy. Growing expenses should result in growing revenues and a favorable return on investment; if you grow too rapidly, you may neglect to check that ROI.
Once Company A cut headcount and Company B declared “going concerned”, my friend realized both startups had the same ailment and didn't recognize it.
I shouldn't have to ask a friend to verify a company's cash reserves and profitability to spot a financial problem. It happened anyhow.
The frightening part isn't that investors were willing to invest millions without product-market fit, CAC, or LTV estimates. That's alarming, but not as scary as the fact that startups aren't understanding the problem until VC rounds have dried up.
When they question consultants if their company will be around in 6 months. It’s a red flag. How will they stretch $20M through a 2-year recession with a $3M/month burn rate and no profitability? Alarms go off.
Who's in danger?
In a word, everyone who raised money without a profitable client acquisition strategy or enough resources to ride out dry spells.
Money mismanagement and poor priorities affect every industry (like sinking all your capital into your product, team, or tech, at the expense of probing what customer acquisition really takes and looks like).
This isn't about tech, real estate, or recession-proof luxury products. Fast, cheap, easy money flows into flashy-looking teams with buzzwords, trending industries, and attractive credentials.
If these companies can't show progress or get a profitable CAC, they can't raise more money. They die if they can't raise more money (or slash headcount and find shoestring budget solutions until they solve the real problem).
The kiss of death (and how to avoid it)
If you're running a startup and think raising VC is the answer, pause and evaluate. Do you need the money now?
I'm not saying VC is terrible or has no role. Founders have used it as a Band-Aid for larger, pervasive problems. Venture cash isn't a crutch for recruiting consumers profitably; it's rocket fuel to get you what and who you need.
Pay-to-play isn't a way to throw money at the wall and hope for a return. Pay-to-play works until you run out of money, and if you haven't mastered client acquisition, your cash will diminish quickly.
How can you avoid this bottomless pit? Tips:
Understand your burn rate
Keep an eye on your growth or profitability.
Analyze each and every marketing channel and initiative.
Make lucrative customer acquisition strategies and satisfied customers your top two priorities. not brand-new products. not stellar hires. avoid the fundraising rollercoaster to save time. If you succeed in these two tasks, investors will approach you with their thirsty offers rather than the other way around, and your cash reserves won't diminish as a result.
Not as much as your grandfather
My family friend always justified expensive, impractical expenditures by saying it was only monopoly money. In business, startups, and especially with money from investors expecting a return, that's not true.
More founders could understand that there isn't always another round if they viewed VC money as their own limited pool. When the well runs dry, you must refill it or save the day.
Venture financing isn't your grandpa's money. A discerning investor has entrusted you with dry powder in the hope that you'll use it wisely, strategically, and thoughtfully. Use it well.
Tim Soulo
3 years ago
Here is why 90.63% of Pages Get No Traffic From Google.
The web adds millions or billions of pages per day.
How much Google traffic does this content get?
In 2017, we studied 2 million randomly-published pages to answer this question. Only 5.7% of them ranked in Google's top 10 search results within a year of being published.
94.3 percent of roughly two million pages got no Google traffic.
Two million pages is a small sample compared to the entire web. We did another study.
We analyzed over a billion pages to see how many get organic search traffic and why.
How many pages get search traffic?
90% of pages in our index get no Google traffic, and 5.2% get ten visits or less.
90% of google pages get no organic traffic
How can you join the minority that gets Google organic search traffic?
There are hundreds of SEO problems that can hurt your Google rankings. If we only consider common scenarios, there are only four.
Reason #1: No backlinks
I hate to repeat what most SEO articles say, but it's true:
Backlinks boost Google rankings.
Google's "top 3 ranking factors" include them.
Why don't we divide our studied pages by the number of referring domains?
66.31 percent of pages have no backlinks, and 26.29 percent have three or fewer.
Did you notice the trend already?
Most pages lack search traffic and backlinks.
But are these the same pages?
Let's compare monthly organic search traffic to backlinks from unique websites (referring domains):
More backlinks equals more Google organic traffic.
Referring domains and keyword rankings are correlated.
It's important to note that correlation does not imply causation, and none of these graphs prove backlinks boost Google rankings. Most SEO professionals agree that it's nearly impossible to rank on the first page without backlinks.
You'll need high-quality backlinks to rank in Google and get search traffic.
Is organic traffic possible without links?
Here are the numbers:
Four million pages get organic search traffic without backlinks. Only one in 20 pages without backlinks has traffic, which is 5% of our sample.
Most get 300 or fewer organic visits per month.
What happens if we exclude high-Domain-Rating pages?
The numbers worsen. Less than 4% of our sample (1.4 million pages) receive organic traffic. Only 320,000 get over 300 monthly organic visits, or 0.1% of our sample.
This suggests high-authority pages without backlinks are more likely to get organic traffic than low-authority pages.
Internal links likely pass PageRank to new pages.
Two other reasons:
Our crawler's blocked. Most shady SEOs block backlinks from us. This prevents competitors from seeing (and reporting) PBNs.
They choose low-competition subjects. Low-volume queries are less competitive, requiring fewer backlinks to rank.
If the idea of getting search traffic without building backlinks excites you, learn about Keyword Difficulty and how to find keywords/topics with decent traffic potential and low competition.
Reason #2: The page has no long-term traffic potential.
Some pages with many backlinks get no Google traffic.
Why? I filtered Content Explorer for pages with no organic search traffic and divided them into four buckets by linking domains.
Almost 70k pages have backlinks from over 200 domains, but no search traffic.
By manually reviewing these (and other) pages, I noticed two general trends that explain why they get no traffic:
They overdid "shady link building" and got penalized by Google;
They're not targeting a Google-searched topic.
I won't elaborate on point one because I hope you don't engage in "shady link building"
#2 is self-explanatory:
If nobody searches for what you write, you won't get search traffic.
Consider one of our blog posts' metrics:
No organic traffic despite 337 backlinks from 132 sites.
The page is about "organic traffic research," which nobody searches for.
News articles often have this. They get many links from around the web but little Google traffic.
People can't search for things they don't know about, and most don't care about old events and don't search for them.
Note:
Some news articles rank in the "Top stories" block for relevant, high-volume search queries, generating short-term organic search traffic.
The Guardian's top "Donald Trump" story:
Ahrefs caught on quickly:
"Donald Trump" gets 5.6M monthly searches, so this page got a lot of "Top stories" traffic.
I bet traffic has dropped if you check now.
One of the quickest and most effective SEO wins is:
Find your website's pages with the most referring domains;
Do keyword research to re-optimize them for relevant topics with good search traffic potential.
Bryan Harris shared this "quick SEO win" during a course interview:
He suggested using Ahrefs' Site Explorer's "Best by links" report to find your site's most-linked pages and analyzing their search traffic. This finds pages with lots of links but little organic search traffic.
We see:
The guide has 67 backlinks but no organic traffic.
We could fix this by re-optimizing the page for "SERP"
A similar guide with 26 backlinks gets 3,400 monthly organic visits, so we should easily increase our traffic.
Don't do this with all low-traffic pages with backlinks. Choose your battles wisely; some pages shouldn't be ranked.
Reason #3: Search intent isn't met
Google returns the most relevant search results.
That's why blog posts with recommendations rank highest for "best yoga mat."
Google knows that most searchers aren't buying.
It's also why this yoga mats page doesn't rank, despite having seven times more backlinks than the top 10 pages:
The page ranks for thousands of other keywords and gets tens of thousands of monthly organic visits. Not being the "best yoga mat" isn't a big deal.
If you have pages with lots of backlinks but no organic traffic, re-optimizing them for search intent can be a quick SEO win.
It was originally a boring landing page describing our product's benefits and offering a 7-day trial.
We realized the problem after analyzing search intent.
People wanted a free tool, not a landing page.
In September 2018, we published a free tool at the same URL. Organic traffic and rankings skyrocketed.
Reason #4: Unindexed page
Google can’t rank pages that aren’t indexed.
If you think this is the case, search Google for site:[url]. You should see at least one result; otherwise, it’s not indexed.
A rogue noindex meta tag is usually to blame. This tells search engines not to index a URL.
Rogue canonicals, redirects, and robots.txt blocks prevent indexing.
Check the "Excluded" tab in Google Search Console's "Coverage" report to see excluded pages.
Google doesn't index broken pages, even with backlinks.
Surprisingly common.
In Ahrefs' Site Explorer, the Best by Links report for a popular content marketing blog shows many broken pages.
One dead page has 131 backlinks:
According to the URL, the page defined content marketing. —a keyword with a monthly search volume of 5,900 in the US.
Luckily, another page ranks for this keyword. Not a huge loss.
At least redirect the dead page's backlinks to a working page on the same topic. This may increase long-tail keyword traffic.
This post is a summary. See the original post here