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You can all supply your own favorite, most nauseating examples of the commodification of love. Mine include the wedding industry, TV ads that feature cute young children or the giving of automobiles as Christmas presents, and the particularly grotesque equation of diamond jewelry with everlasting devotion. The message, in each case, is that if you love somebody you should buy stuff. A related phenomenon is the ongoing transformation, courtesy of Facebook, of the verb 'to like' from a state of mind to an action that you perform with your computer mouse: from a feeling to an assertion of consumer choice. And liking, in general, is commercial culture's substitution for loving.

Suddenly everyone on Twitter was well versed on the safety features of the Defender 2020 Electric Land Rover, everyone on Facebook was an expert on the Blackwater Estuary’s currents and tides.

Many historians still tend to assume that the spread of an idea or an ideology is a function of its inherent content in relation to some vaguely specified context. We must now acknowledge, however, that some ideas go viral because of structural features of the network through which they spread. They are least likely to do so in a hierarchical, top-down network, where horizontal peer-to-peer links are prohibited.

Facebook, Oliver. You’d know what I’m talking about if you logged in more than once. All you’ve posted is an off-centered picture of a blurry raccoon.” “I’m still getting acclimated to the camera feature.” “You also only have two friends, and they’re both fake accounts.” “They told me I had funds available in a deceased relative’s account that they would help me retrieve. It sounded promising.” A sharp laugh hits me. “You didn’t even accept my friend request.” “You weren’t offering me two-million dollars.” Another laugh that prompts my own.

Extremism will generate both positive and negative reactions, or “engagements.” Facebook measures engagement by the number of clicks, “likes,” shares, and comments. This design feature—or flaw, if you care about the quality of knowledge and debate—ensures that the most inflammatory material will travel the farthest and the fastest. Sober, measured accounts of the world have no chance on Facebook. And when Facebook dominates our sense of the world and our social circles, we all potentially become carriers of extremist nonsense

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Theirs was one of the first cases with a real operational connection to the internet. The internet pervades human existence so thoroughly now that it can be hard to remember how recently life was mainly analog. When was the point of no return? Maybe around 2006. In July of that year, a microblogging platform called Twitter debuted for the public. In September, Facebook launched a new feature called “News Feed” and opened membership to all comers, where before you had to be part of a college or school network to join. In 2006, YouTube was barely a year old. The first iPhones didn’t go on sale until 2007.

For example, Twitter and Facebook—both of which happily hosted Kim Kardashian’s nude bottom—removed the word “vagina” from an advertisement marketing a book about female anatomy, written by prominent gynecologist Dr. Jen Gunter.21 Similarly, journalist Sarah Lacy found that she was unable to advertise her book, entitled A Uterus Is a Feature, on Facebook.22 Plus-sized women have had their Instagram accounts removed for posting selfies in bikinis—something that skinny women do all the time without reprisal.23 Both platforms have also blocked advertisements for information about teen pregnancy, proper bra fitting, and gynecologist visits.24

It was a wake-up call to me to learn that Airbnb was by no means unique: Instagram started as a location-based social network called Burbn (which had an optional photo feature). It attracted a core group of users and more than $500,000 in funding. And yet the founders realized that its users were flocking to only one part of the app—the photos and filters. They had a meeting, which one of the founders recounts like this: “We sat down and said, ‘What are we going to work on next? How are we going to evolve this product into something millions of people will want to use? What is the one thing that makes this product unique and interesting?’”7 The service soon retooled to become Instagram as we know it: a mobile app for posting photos with filters. The result? One hundred thousand users within a week of relaunching. Within eighteen months, the founders sold Instagram to Facebook for $1 billion. I know that seems simple, that the marketing lesson from Instragram is that they made a product that was just awesome. But that’s good news for you—it means there’s no secret sauce, and the second your product gets to be that awesome, you can see similar results. Just look at Snapchat, which essentially followed the same playbook by innovating in the mobile photo app space, blew up with young people, and skyrocketed to a $3.5-billion-dollar valuation with next-to-no marketing.

Facebook’s “Like” feature, some version of which now exists on every platform, is the equivalent of a car battery hooked up to that sociometer. It gives whoever controls the electric jolts tremendous power over our behavior. It’s not just that “likes” provide the social validation we spend so much of our energy pursuing; it’s that they offer it at an immediacy and scale heretofore unknown in the human experience. Off-line, explicit validation is relatively infrequent. Even rarer is hearing it announced publicly, which is the most powerful form of approval because it conveys our value to the broader community. When’s the last time fifty, sixty, seventy people publicly applauded you off-line? Maybe once every few years—if ever? On social media, it’s a normal morning. Further,

Social networks including Facebook, Twitter and Pinterest took a step closer to offering ecommerce on their own platforms this week, as the battle to win over retailers hots up. Facebook announced on Thursday it is trialling a “buy” button to allow people to purchase a product without ever leaving the social network’s app. The initial test, with a handful of small and medium-sized businesses in the US, could lead to more ecommerce companies buying adverts on the network. It could also allow Facebook to compile payment information and encourage people to make more transactions via the platform as it would save them typing in card numbers on smartphones. But the social network said no credit or debit card details will be shared with other advertisers. Twitter acquired CardSpring, a payments infrastructure company, this week for an undisclosed price as part of plans to feature more ecommerce around live events or, as it puts it, “in-the-moment commerce experiences”. CardSpring connects payment details with loyalty cards and coupons for transactions online and in stores. The home of the 140-character message hired Nathan Hubbard, former chief executive of Ticketmaster, last year to work on creating an ecommerce product. It has since worked with Amazon, to allow people to add things to their online basket by tweeting, and with Starbucks to encourage people to tweet to buy a coffee for a friend.

In the beginning, there was the internet: the physical infrastructure of wires and servers that lets computers, and the people in front of them, talk to each other. The U.S. government’s Arpanet sent its first message in 1969, but the web as we know it today didn’t emerge until 1991, when HTML and URLs made it possible for users to navigate between static pages. Consider this the read-only web, or Web1. In the early 2000s, things started to change. For one, the internet was becoming more interactive; it was an era of user-generated content, or the read/write web. Social media was a key feature of Web2 (or Web 2.0, as you may know it), and Facebook, Twitter, and Tumblr came to define the experience of being online. YouTube, Wikipedia, and Google, along with the ability to comment on content, expanded our ability to watch, learn, search, and communicate. The Web2 era has also been one of centralization. Network effects and economies of scale have led to clear winners, and those companies (many of which I mentioned above) have produced mind-boggling wealth for themselves and their shareholders by scraping users’ data and selling targeted ads against it. This has allowed services to be offered for “free,” though users initially didn’t understand the implications of that bargain. Web2 also created new ways for regular people to make money, such as through the sharing economy and the sometimes-lucrative job of being an influencer.

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growth. he said that if any feature didnt do that, he was not interested.

It's never too early to start lecture kids about race and racism. The following pointers will assist you in getting the conversation started. Sara D. Lee, MSW, LCSW, shares her tips for talking about race with our youngsters. Inspect her website Pacific Burnout Therapy or on Facebook. Conversations about race are always happening around us. Always. Of media, and each person participates in the least times. A bit like during a painting, where the filled and blank spaces close to doing the whole work, both what's said and what's left unsaid matter. For instance, I adore Mr. Rodgers. Still, the absence of 1 or more celebrated paternal figures of color in children's media is an example of racism shaping the children's conversation on race. An Asian-American, Latinx, Native-American, or African-American father figure could have filled that role if it didn't require a singular blend of access and privilege that our society exclusively extends to the White race.

Zynga (the maker of FarmVille and other games) did this with Facebook, dominating its advertising and sharing features when there was relatively little competition. For a gaming company today, it’s basically impossible to leverage Facebook to grow the way Zynga did just a few years ago—it’s just too expensive and too crowded. However, the company that leverages a newer platform that’s growing quickly will have a significant advantage over companies chasing the same old methods.

Fulfilling one’s legal responsibility does not release a company from their ethical responsibility either. After we click a box to accept their terms and conditions, for example, many companies believe that they are free of responsibility for what happens next. Legally that may be true, but ethically speaking, they are not. Instagram, Snapchat, Facebook and any number of mobile gaming companies, for example, cannot deny their role in making what is increasingly accepted as addictive technology, simply because there is not yet a law against it. Particularly when they knowingly add features such as infinite scroll, “like” buttons, and automatic content play with the intent of keeping us peeled for longer. These companies almost always explain that they add such features or need to collect our personal data in order to “enhance the user experience.” Though we may indeed receive some benefit from these decisions, there is also a cost. Weighing those benefits against the harm they may cause or whether they violate our values is what ethics is all about! Nothing is for free.

The Israeli social media strategy aimed to involve both domestic and global supporters of its military missions. By doing so, and asking backers to post their own supporting tweets, Face-book posts, or Instagram images, the IDF created a collective mission that other nations could easily mimic by stirring up nationalist fervor online. During Operation Pillar of Defense, the IDF encouraged supporters of Israel to both proudly share when “terrorists” were killed while at the same time reminding a global audience that the Jewish state was a victim. It was a form of mass conscription to the cause through the weaponization of social media.12 This was war as spectacle, and the IDF was spending big to make it happen. The IDF media budget allowed at least 70 officers and 2,000 soldiers to design, process, and disseminate official Israeli propaganda, and almost every social media platform was flooded with IDF content. Today, the IDF Instagram page regularly features pro-gay and pro-feminist messaging alongside its hard-line militaristic iconography.13 On October 1, 2021, the IDF posted across its social media platforms a photo of its headquarters swathed in pink light with this message: “For those who are fighting, for those who have passed, and for those who have survived, the IDF HQ is lit up pink this #BreastCancerAwarenessMonth.” Palestinian American activist Yousef Munayyer responded on Twitter: “An untold number of women in Gaza suffer from breast cancer and are routinely denied adequate treatment and timely lifesaving care because this military operates a brutal siege against over 2 million souls.” On Instagram, however, most of the comments below the post praised the IDF.

Facebook’s products routinely garnered higher growth rates at the expense of content quality and user safety. Features that produced marginal usage increases were disproportionately responsible for spam on WhatsApp, the explosive growth of hate groups, and the spread of false news stories via reshares, he wrote.

Teens said—and researchers appeared to accept—that certain features of Instagram could aggravate mental health issues in ways beyond its social media peers. Snapchat had a focus on silly filters and communication with friends, while TikTok was devoted to performance. Instagram, though? It revolved around bodies and lifestyle. The company disowned these findings after they were made public, calling the researchers’ apparent conclusion that Instagram could harm users with preexisting insecurities unreliable.

Daily Average People” was still the company’s North Star. The guide said any proposed feature that reduced the number of daily Facebook users by even 0.1 percent was almost certainly dead on arrival.

For Facebook, Jin wrote, cleaning up the messes it made meant that it needed to pay particular attention to its recommendation systems and features that encouraged bad behavior or were disproportionately prone to abuse. To avoid a disaster in the 2020 elections, he wrote, the company would either have to cut back on the features that amplified social problems or get better at plucking out the bad stuff. Facebook preferred the latter approach, Jin noted, but it was technically much harder to pull off. Besides, cleaning up Facebook and Instagram by targeting misbehavior raised inevitable concerns about censorship. No matter how much money Facebook spent on the effort, it still risked losing control of its platforms.

I was in charge of decisions and marketing, and Sean was in charge of research and operations. When we were trying to identify our target customer, he spent a ton of time putting together spreadsheets comparing all the different markets we should consider. When he showed them to me and asked me what I thought, I replied, “Yoga.” Huh? “We could easily do multiple products serving people who do yoga,” I told him. “It’s an emerging trend. And I know a ton of those people; I can ask them what they want. Let’s start a yoga business.” Sean’s initial response was, “That’s not a quantitative analysis, Ryan!” I’ve never been one to overthink things—most people spend way too much time in the research period. I make decisions fast and adjust later. With our target customer identified, we made a list of possible products and chose our gateway product—a yoga mat. With that, we began the process of product development. We looked up the top-selling yoga mats on Amazon and read through the reviews; we asked questions on Facebook groups, subreddits, and Instagram influencer accounts. It didn’t take long before we had an idea of the main pain points we needed to address with our first product. I remembered Don’s advice and began looking for people to make the product. With a quick scroll and a click, we could choose between a wholesaler in China, a private label supplier out of India, or a contract manufacturer in Vietnam. For about fifty bucks, we were able to order a set of yoga mat samples that had the exact features we were looking for. It was that easy. Samples in hand, we needed to refine our product idea to make sure we were really hitting the pain points we’d identified. At that time, I’d done yoga maybe two or three times in my life, and I wasn’t nearly the right demographic for our mats anyway. That forced me to ask questions. We were targeting yoga-loving millennials, so I went where they often congregate: Starbucks. There, I did the kind of tough field work that really makes an entrepreneur sweat: asking young women questions over coffee. “Which yoga mat do you prefer? Why?” “What makes the difference between a bad yoga mat and a good one?” “What’s wrong with your current yoga mat?” “What do you think of this one? And what about this one?” Next, I headed over to local yoga studios to see how our samples stacked up against the strenuous demands of a yoga class. A few classes later, Sean and I had everything we needed to narrow down our product development. Armed with all our data, we went back to the manufacturers. From a couple yoga-clueless guys, we’d become knowledgeable enough to know not just what a good yoga mat looked like, but how it had to feel and perform. We knew what we needed our yoga mat to do. Now we just had to find the manufacturer to supply it.

I proposed limits to tech’s addictive design features and reforms to confront tech’s political censorship. This followed from my efforts as Missouri attorney general to investigate Facebook (and Google) for antitrust and consumer protection violations. I was the first state attorney general in the nation to launch such a probe. Facebook, Inc. was not amused.

How to Build a Mobile App with React Native With the continuous evolution of web applications, real-time apps, and hybrid apps, the companies want faster development and easy maintenance for their app. Due to high-end technologies, the React Native app development has earned its significance in bringing all of these together within the limited budget of the companies. Overview of React Native As the React Native is based on the React framework, it is good for React Native app development to follow the same. In addition to that, React Native has separate APIs for both the platforms, it allows development for both Android and iOS in the single app, and most importantly, it is free and open-source. Facebook’s React Native Developing apps that run on the different operating systems with one tool, especially mobile devices, would be a great advantage to the developers. Therefore, the React Native development by Facebook is one of the best ways to build apps that are scalable and flexible. The Android App Development with React Native With the number of active Android users, it has created more value to the companies in developing the apps for android mobile devices. Working with React Native In React Native, the developers have a lot of responsibilities. They do not need to write the code manually, as React Native automatically generates the code for the mobile app development. This is the reason why the developers need to focus more on the UX of the app. There are several UX aspects that are required for a development, such as the native code, the visual aesthetics, the technical and back-end aspects. All these aspects would be added together to design the user interface. This is why the React Native app development becomes quite important. The creation of the native code, design, and other technical aspects make React Native a valuable tool for developers and non-developers. Benefits of React Native React Native helps in building a complete native mobile app without any coding skills. The beautiful library creates responsive and interactive web apps from all the simple mobile web components and thus increases the creation of high-quality applications. React Native is a part of web development in its new form with its development of new concepts in application. It uses the native functionality of an operating system so that all of the advanced concepts of web development can be applied to mobile apps. This makes React Native a preferred platform for apps which are made specifically for Android and iOS. With React Native, the companies can develop a beautiful and efficient app in less time without having to spend too much time. Conclusion As stated in the above results of mobile app development, the UI remains the most important part of a mobile app. All developers are in love with different UI frameworks and libraries. As for this topic, given below are some of the great reasons to select React Native as a UI framework: It’s the only full-stack UI framework from Facebook. More than 20 frameworks have appeared, and React Native is the only one that was born out of Facebook. Features like rendering into the DOM, XHR, Native Embedding, data persistence, offline support and more. Although React Native is more than capable of tackling many challenges, it still falls short of some modern technologies like HOCs and Server-side Rendering (SSR).

As Jonathan Haidt and others have demonstrated, people are at their worst when they’re allowed to lob jabs at others behind a shield of anonymity. When their real-world reputations are at risk, they may take more care. I argued in chapter 2 that embracing transparency is a core part of how the Internet can motivate generous behavior. Indeed, I believe it played a key role in Facebook’s early astonishing growth story, gaining its first million users within just a year and then a further six million in the following two. This was not only in spite of being closed off to the general public but likely because of it, too. At that time, every profile was attached to an email address linking to an educational institution, which brought with it a layer of identity authentication. People were accountable to their real-life reputations and suddenly able to build on them in ways unlike ever before. But as this feature slipped by the wayside, and now without a real reputation to uphold, Joe Bloggs switched to User94843 and trolled toward this more toxic future. Bringing back this social dynamic, by requiring users to prove who they are, is perhaps the biggest single step big tech can make toward fostering a genuinely social media environment. There are definitely cases where people living under repressive regimes need ways to use the Internet anonymously. But the mainstream usage of social media should not.

this system was so entrenched, publication websites had dismantled their home pages to the point that they often featured only a few stories on the screen at a time, with a maximum of images and a minimum of text. When I browsed them, I felt like an unexpected visitor, someone who wasn’t supposed to be there. The sites all but shouted: Don’t you know you’re supposed to be on Facebook or Twitter!?

An exponential growth curve turns into a squiggle. Why? Because there are negative forces that appear during the late stage of a network’s life cycle. Market Saturation. Churn from early users. Bad behavior from trolls, spammers, and fraudsters. Lower-quality engagement from new users. Regulatory action. A degraded product experience, as too many users join. When users are leaving a network as fast as new users sign up, then top-line growth naturally slows. This is why the growth curves of the best products are rarely smooth. Instead, the trajectories of even the top products—Facebook, Twitch, and others—grow in fits and starts. When a ceiling is hit, product teams scramble to address the underlying causes. Ship the right innovative features, and the ceiling is pushed off—only to return again awhile later in a different form. But when teams stumble at this stage, then the entire network weakens. Network effects can unravel just as fast as they gathered, pulling down acquisition, engagement, and monetization all at once. Hitting the ceiling hurts.

My friend Bangaly Kaba, formerly head of growth at Instagram, called this idea the theory of “Adjacent Users.” He describes his experience at Instagram, which several years post-launch was growing fast but not at rocketship speed: When I joined Instagram in 2016, the product had over 400 million users, but the growth rate had slowed. We were growing linearly, not exponentially. For many products, that would be viewed as an amazing success, but for a viral social product like Instagram, linear growth doesn’t cut it. Over the next 3 years, the growth team and I discovered why Instagram had slowed, developed a methodology to diagnose our issues, and solved a series of problems that reignited growth and helped us get to over a billion users by the time I left. Our success was anchored on what I now call The Adjacent User Theory. The Adjacent Users are aware of a product and possibly tried using it, but are not able to successfully become an engaged user. This is typically because the current product positioning or experience has too many barriers to adoption for them. While Instagram had product-market fit for 400+ million people, we discovered new groups of billions of users who didn’t quite understand Instagram and how it fit into their lives.67 In my conversations with Bangaly on this topic, he described his approach as a systematic evaluation of the network of networks that constituted Instagram. Rather than focusing on the core network of Power Users—the loud and vocal minority that often drive product decisions—instead the approach was to constantly figure out the adjacent set of users whose experience was subpar. There might be multiple sets of nonfunctional adjacent networks at any given time, and it might require different approaches to fix each one. For some networks, it might be the features of the product, like Instagram not having great support for low-end Android apps. Or it might be because of the quality of their networks—if the right content creators or celebrities hadn’t yet arrived. You fix the experience for these users, then ask yourself again, who are the adjacent users? Then repeat. Bangaly describes this approach: When I started at Instagram, the Adjacent User was women 35–45 years old in the US who had a Facebook account but didn’t see the value of Instagram. By the time I left Instagram, the Adjacent User was women in Jakarta, on an older 3G Android phone with a prepaid mobile plan. There were probably 8 different types of Adjacent Users that we solved for in-between those two points. To solve for the needs of the Adjacent User, the Instagram team had to be nimble, focusing first on pulling the audience of US women from the Facebook network. This required the team to build algorithmic recommendations that utilized Facebook profiles and connections, so that Instagram could surface friends and family on the platform—not just influencers. Later on, targeting users in Jakarta and in other developing countries might involve completely different approaches—refining apps for low-end Android phones with low data connections. As the Adjacent User changes, the strategy has to change as well.

For Facebook, the acquisition was crucial. While people were escaping the watchful eye of their governments, they were unwittingly giving Facebook competitive intelligence. Once Facebook purchased the VPN company, they could look at all the traffic flowing through the service and extrapolate data from it. They knew not only the names of the apps people were playing with, but also how long they spent using them, and the names of the app screens they spent time on—and so, for example, could know if Snapchat Stories was taking off versus some other Snapchat feature. It helped them see which competitors were on the rise before the press did.

If a networked product can begin to win over a series of networks faster than its competition, then it develops an accumulating advantage. These advantages, naturally, manifest as increasing network effects across customer acquisition, engagement, and monetization. Smaller networks might unravel and lose their users, who might switch over. Naturally, it becomes important for every player to figure out how to compete in this type of high-stakes environment. But how does the competitive playbook work in a world with network effects? First, I’ll tell you what it’s not: it’s certainly not a contest to see who can ship more features. In fact, sometimes the products seem roughly the same—just think about food-delivery or messaging apps—and if not, they often become undifferentiated since the features are relatively easy to copy. Instead, it’s often the dynamics of the underlying network that make all the difference. Although the apps for DoorDash and Uber Eats look similar, the former’s focus on high-value, low-competition areas like suburbs and college towns made all the difference—today, DoorDash’s market share is 2x that of Uber Eats. Facebook built highly dense and engaged networks starting with college campuses versus Google+’s scattered launch that built weak, disconnected networks. Rarely in network-effects-driven categories does a product win based on features—instead, it’s a combination of harnessing network effects and building a product experience that reinforces those advantages. It’s also not about whose network is bigger, a counterpoint to jargon like “first mover advantage.” In reality, you see examples of startups disrupting the big guys all the time. There’s been a slew of players who have “unbundled” parts of Craigslist, cherry-picking the best subcategories and making them apps unto themselves. Airbnb, Zillow, Thumbtack, Indeed, and many others fall into this category. Facebook won in a world where MySpace was already huge. And more recently, collaboration tools like Notion and Zoom are succeeding in a world where Google Suite, WebEx, and Skype already have significant traction. Instead, the quality of the networks matters a lot—which makes it important for new entrants to figure out which networks to cherry-pick to get started, which I’ll discuss in its own chapter.

Switching over Entire Networks Part of why cherry picking can be dangerous for the incumbent is that the upstart networks can reach over and directly acquire an entire set of users who have been conveniently aggregated on your network. It’s just software, after all, and users can spread competitors within an incumbent’s network by using all the convenient communication and social tools. Airbnb is again an example of this. The company not only unbundled Craigslist and turned the shared rooms idea into an entire product, but they actually used Craiglist users to advertise Airbnb to other users. How? Early on, Airbnb added functionality so that when a host was done setting up their listing, they could publish it to Craigslist, with photos, details, and an “Interested? Got a question? Contact me here” link that drove Craigslist users back to Airbnb. These features were accomplished not by using APIs provided by Craigslist, but by reverse-engineering the platform and creating a bot to do it automatically—clever! I first wrote about this in 2012 on my blog, in a post titled “Growth Hacker is the new VP Marketing” with this example in mind. By the time Craigslist decided it didn’t like this functionality and disabled it, months had passed and Airbnb had formed its atomic network. The same thing happened in the early days of social networks, when Facebook, LinkedIn, Skype, and others grew on the back of email contacts importing from Hotmail, Yahoo Mail, and other mail clients. They used libraries like Octazen—later acquired by Facebook—to scrape contacts, helping the social networks grow and connect their users. At the time, these new social networks didn’t look like direct threats to email. They were operating within niche parts of messaging overall, focused on college and professional networks. It took several years for the email providers to shut down access after recognizing their importance. When an incumbent has its network cherry-picked, it’s extra painful along two dimensions: First, any network that is lost is unlikely to be regained, as anti-network effects kick back in. And second, the decline in market share hits doubly hard, which has implications for being able to raise money.

In other words, not all networked products experience context collapse as rapidly as others. When users are able to group themselves, they prove particularly resilient. Facebook Groups provide separate smaller and more disjointed spaces away from the main newsfeed, as do Snap Stories as a complement to the app’s 1:1 photo messaging features—both provide a network within a network that can hold its own context. Instagram’s usage patterns include “finstas”—secondary and tertiary accounts—where different content can be shared. Each has different sets of followers attached to them, so that photos can be posted away from the prying eyes of parents and bosses.

Platform dependence can be disastrous if not managed well. If you integrate too closely with a preexisting network, allowing them to control your distribution, engagement, and business model, you become just a feature of their network. Had Airbnb been conceived as a tool to manage Craigslist listings and nothing else, it would have served at the leisure of its parent platform—grow too large, or make a wrong move, and it might be existential. Frequently the larger network will simply reach up and duplicate functionality if it gets too popular—a playbook that Microsoft executed in the 1990s with Office and Internet Explorer, among others. Or if the underlying network decides that it no longer wants to provide the same level of API access, as both Twitter and Facebook eventually did, any products dependent on this became worthless overnight. In the end, cherry picking is an enormously powerful move because it exposes the fundamental asymmetry between the David and Goliath dynamic of networks. A new product can decide where to compete, focus on a single point, and build an atomic network—whereas a larger one finds it tough to defend every inch of its product experience. It’s one of the reasons why, particularly in consumer markets, it’s been so hard for “winner take all” to really happen in a literal way. The largest networks can take a lot, in many networks, but they remain vulnerable to any new upstart that uses cherry picking as a core strategy.

Over the years, Facebook has executed an effective playbook that does exactly this, at scale. Take Instagram as an example—in the early days, the core product tapped into Facebook’s network by making it easy to share photos from one product to the other. This creates a viral loop that drives new users, but engagement, too, when likes and comments appear on both services. Being able to sign up to Instagram using your Facebook account also increases conversion rate, which creates a frictionless experience while simultaneously setting up integrations later in the experience. A direct approach to tying together the networks relies on using the very established social graph of Facebook to create more engagement. Bangaly Kaba, formerly head of growth at Instagram, describes how Instagram built off the network of its larger parent: Tapping into Facebook’s social graph became very powerful when we realized that following your real friends and having an audience of real friends was the most important factor for long-term retention. Facebook has a very rich social graph with not only address books but also years of friend interaction data. Using that info supercharged our ability to recommend the most relevant, real-life friends within the Instagram app in a way we couldn’t before, which boosted retention in a big way. The previous theory had been that getting users to follow celebrities and influencers was the most impactful action, but this was much better—the influencers rarely followed back and engaged with a new user’s content. Your friends would do that, bringing you back to the app, and we wouldn’t have been able to create this feature without Facebook’s network. Rather than using Facebook only as a source of new users, Instagram was able to use its larger parent to build stronger, denser networks. This is the foundation for stronger network effects. Instagram is a great example of bundling done well, and why a networked product that launches another networked product is at a huge advantage. The goal is to compete not just on features or product, but to always be the “big guy” in a competitive situation—to bring your bigger network as a competitive weapon, which in turn unlocks benefits for acquisition, engagement, and monetization. Going back to Microsoft, part of their competitive magic came when they could bring their entire ecosystem—developers, customers, PC makers, and others—to compete at multiple levels, not just on building more features. And the most important part of this ecosystem was the developers.

This need for speed is why a key feature of growth hacking is to experiment at the fastest possible tempo. As Facebook’s vice president of growth Alex Schultz puts it: “If you’re pushing code once every two weeks and your competitor is pushing code every week, just after two months that competitor will have done 10 times as many tests as you. That competitor will have learned 10 times, an order of magnitude more about their product [than you].

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Chuck Rossi, Director of Release Engineering at Facebook, described, “All the code supporting every feature we’re planning to launch over the next six months has already been deployed onto our production servers. All we need to do is turn it on.

Gatekeeper, the Facebook feature toggling service.

Facebook had be caught in a lie: its ‘Trending News’ feature, ostensibly designed to provide users with a list of the most popular topics being discussed on the platform that day, was being manipulated.

This sort of thing sometimes causes people undue distress, as in the recent MIT Technology Review cover, featuring moonwalker Buzz Aldrin with the headline “YOU PROMISED ME MARS COLONIES. INSTEAD I GOT FACEBOOK.” But, in fairness, a Mars colony would cost a few trillion dollars, while Facebook is free. And, it’s worth noting that the choice of Facebook is a bit crafty. Imagine if they’d picked Wikipedia: “YOU PROMISED ME MARS COLONIES, AND ALL I GOT WAS ALL OF HUMAN KNOWLEDGE INDEXED AND AVAILABLE TO EVERYONE ON EARTH FOR FREE.

told Nike that to have a shot at a trillion, they would need to do three things: Increase percentage of direct-to-consumer retail to 40 percent within ten years (closer to 10 percent in 2016). Gain greater facility with data and how to incorporate into product features. Move their headquarters from Portland. As I learned, the algorithm is the easy part. Getting them to listen to you (“You need to relocate HQ from Portland”) is the hard part. Chapter 9 The Fifth Horseman?

The lawsuit was also a major distraction to Evan, Bobby, and Snapchat, during a time when they needed to focus more than ever. Finally, they reached a settlement. Reggie would receive $ 157.5 million and sign a gag order to never speak about Snapchat, the founding, or the lawsuit. Snapchat would acknowledge Reggie’s contributions to the company. Like Facebook’s multiple lawsuits with the Winklevoss twins and Eduardo Saverin, it’s difficult to neatly arrange the characters into winner and loser columns. Reggie Brown likely could not have built Snapchat into the multibillion-dollar company it is today. But he did not simply toss an idea out there for anyone to take—he recruited Evan, the best person he knew for the task, to join him and start the company. So what is fair for each side to receive? Snapchat’s valuation soared so high and so quickly during the lawsuit that it was hard for each side to wrap their heads around it, let alone arbitrate what each side deserved. This question isn’t going away. The Social Network, featuring courtroom scene after courtroom scene of friends hurling accusations at each other through expensive lawyers, spurred scores of young college students to pursue startups. Evan’s massive success with Snapchat has only increased the startup fervor on Stanford’s campus. And Reggie’s lawyers’ firm, Lee Tran & Liang, has become the hot law firm for ousted startup cofounders to sue young tech companies.

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When Franklin Graham recently called for a boycott of gay-friendly companies on his Facebook page, it quickly became apparent that to follow through on his own initiative, he’d need to delete his Facebook account (he didn’t), stop using any Microsoft software, and shut down all Apple devices. When he publicly moved the bank accounts of the Billy Graham Evangelistic Association to BB&T Bank in protest of a Wells Fargo ad featuring a lesbian couple and their daughter, it generated this Miami Herald headline: “Billy Graham Group Moving Money to BB&T, Sponsor of Miami Beach Gay Pride Fundraiser.”110

This is just what we saw in the Arab Spring. One of the defining features of the revolutions that swept the Middle East in early 2011 was their use of communication technologies. During the protests in Cairo, Egypt, that brought down President Hosni Mubarak, one activist summed this up nicely in a tweet: “We use Facebook to schedule the protests, Twitter to coordinate, and YouTube to tell the world.

Imagine a “Surgeon General’s Warning”—like on a pack of Marlboros—on the Facebook log-in page describing how the product uses sophisticated tools to intentionally manipulate your brain chemistry for the purpose of selling advertisements. Governments could take a first step toward real transparency by requiring that Big Tech firms publicly disclose their own research findings regarding the impacts of design features on human attention.

When someone subscribes to your list, they’ve opened a direct line of communication. Using the Five Awareness States, this direct line uniquely allows you to nurture and develop a subscriber across all stages of awareness. This is one of the great features unique to email marketing. Remember, email is the only communication channel on the internet that you completely control. No algorithm changes, no policy updates, no platform risk - and potentially fully automated. This is part of the reason terms such as “inbound” and “funnels” are almost synonymous with email. Just try progressing and tracking a potential customer’s Awareness State on a platform like Facebook or Instagram. It will be very difficult, if you’re able to pull it off at all.

Take for another example the case of distraction caused by the most notorious of modern-day diversions—the mobile phone. While you’re at your desk, typing away on your computer for a soon-due report—or attempting to, more like—your phone sits just beside your keyboard. This arrangement makes it oh-so-easy for your hand to alight on your phone whenever you pause to think what to type next, and the next thing you know, you’re trapped in an endless cycle of scrolling through Facebook memes, bingeing on YouTube videos, and chatting with your friends over WhatsApp. When you attempt to concentrate on a task with your phone just within sight and reach, buzzing on every notification, you are practically depleting your willpower to resist temptations with every second that passes. To remedy the situation, disable your phone’s sound and vibration features for notifications, then keep your phone in your bag or drawer. You may even opt to go the extra mile by locking your drawer or putting your phone in a locker across the room. The extra effort and time it would take for you to check your phone whenever your attention drifts off is usually enough to deter you from pursuing that distraction, and it allows you the chance to refocus your efforts on the task at hand. Ultimately, you want to create an environment for yourself that is clear of distractions and obvious temptations.

Once you’ve narrowed down your list of potential approaches, you can use any prioritization framework to sort them. I’ve found the ICE framework helpful for this purpose. ICE stands for: Impact: If this works, how big will the potential impact be? Confidence: How likely is this to succeed? Ease of implementation: How easy is this to execute? ICE is often used to prioritize feature development, but it’s also a good tool for prioritizing marketing. To do this, list potential approaches in a spreadsheet and rate them on a scale of one through 10 for each of the above characteristics. I’ve seen people use several methods to get the score. Score = Impact x Confidence x Ease: This gives you a score with an exponential impact. In other words, the higher you rate any one area, the more confident you need to be. Score = (Impact + Confidence + Ease)/3: This gives you an average of these three scores. However you rank those facets, using the ICE framework is a way to get your approaches into a spreadsheet and figure out which are the best to start with. You can list things by high-level approaches (content marketing, PPC) or by individual tactics (ebook, blog post, guest posting, YouTube ads, Facebook ads). You can also start by ranking high-level approaches, then start a new tab in the spreadsheet to break down the top approaches by individual tactics. Then tackle the highest-rated approaches and tactics first.

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