Gmail Search With Quotes

At the moment, most organizations remain stuck in the productivity quicksand of the hyperactive hive mind workflow, content to focus on tweaks meant to compensate for its worst excesses. It’s this mindset that leads to “solutions” like improving expectations around email response times or writing better subject lines. It leads us to embrace text autocomplete in Gmail, so we can write messages faster, or the search feature in Slack, so we can more quickly find what we’re looking for amid the scrum of back-and-forth chatter. These are the knowledge work equivalents of speeding up the craft method of car manufacturing by giving the workers faster shoes. It’s a small victory won in the wrong war.

Google had a built-in disadvantage in the social networking sweepstakes. It was happy to gather information about the intricate web of personal and professional connections known as the “social graph” (a term favored by Facebook’s Mark Zuckerberg) and integrate that data as signals in its search engine. But the basic premise of social networking—that a personal recommendation from a friend was more valuable than all of human wisdom, as represented by Google Search—was viewed with horror at Google. Page and Brin had started Google on the premise that the algorithm would provide the only answer. Yet there was evidence to the contrary. One day a Googler, Joe Kraus, was looking for an anniversary gift for his wife. He typed “Sixth Wedding Anniversary Gift Ideas” into Google, but beyond learning that the traditional gift involved either candy or iron, he didn’t see anything creative or inspired. So he decided to change his status message on Google Talk, a line of text seen by his contacts who used Gmail, to “Need ideas for sixth anniversary gift—candy ideas anyone?” Within a few hours, he got several amazing suggestions, including one from a colleague in Europe who pointed him to an artist and baker whose medium was cake and candy. (It turned out that Marissa Mayer was an investor in the company.) It was a sobering revelation for Kraus that sometimes your friends could trump algorithmic search.

One way to limit these is to create a filter in your mail client to search your mail and identify all messages that contain the word “unsubscribe.” If you’re using Gmail, you can create a tag for these messages (ex. “optional”) in order to easily identify mailing lists you don’t need, so you can unsubscribe.

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Upon a quick Google search of “carter heavy industries,” members realized it was similar to the name of Chinese company Shandong Carter Heavy Industry Ltd.,[40] thus raising concern that someone else had gained access to Clinton’s communications. The Carter Heavy Industries Gmail was set up by Paul Combetta, who worked for Platte River Networks. In an interview Combetta had before the 2016 elections, he referred

unsubscribe from a few email lists each day. Description: Most email management programs (like Gmail, Outlook, and Hotmail) offer a search bar in their program that help you find messages according to the keywords that you enter. You can use this search bar to your advantage by entering one simple phrase: Unsubscribe. Simply fire up your email program, enter the word “unsubscribe” in the search bar, and then look at each of the messages that it brings up. Odds are, you don’t really need most of the automated messages that show up. So each day, you remove yourself from these lists by opening up a few of the top messages and getting off their lists. Do this habit regularly and you’ll see a dramatic decrease in the amount of daily junk email.

Bundling eventually stopped working for Microsoft. After the antitrust investigation, the company maintained its dominance on the PC operating systems market, but it lost control of many other markets. Eventually the industry jumped from PC to mobile. Microsoft tried to exactly replicate the network effects it had before—an ecosystem of hardware manufacturers who paid a licensing fee to run Windows Mobile, and app developers and consumers to match—but this time it didn’t work. Instead, Google gave away its Android mobile OS for free, driving adoption for phone makers. The massive reach of Android attracted app developers, and a new network effect was built, derived from a business model where the OS was free but the ecosystem was monetized using search and advertising revenue. Microsoft has also lost the browser market to Google Chrome, and is being challenged in its Office Suite by a litany of startup competitors large and small. It continued to use bundling as a strategy, adding workplace chat via Teams to its suite—but it hasn’t achieved a clear victory against Slack. If bundling hasn’t been a sure thing for Microsoft, it’s an even weaker strategy for others. The outcome seems even less assured when examining how Google bundled Google+ into many corners of its product, including Maps and Gmail, achieving hundreds of millions of active users without real retention. Uber bundled Uber Eats across many touchpoints within its rideshare app, but still fell behind in food delivery versus DoorDash. Bundling hasn’t been a silver bullet, as much as the giants in the industry hope it is.

Machine learning has been through several transition periods starting in the mid-90s. From 1995–2005, there was a lot of focus on natural language, search, and information retrieval. The machine learning tools were simpler than what we’re using today; they include things like logistic regression, SVMs (support vector machines), kernels with SVMs, and PageRank. Google became immensely successful using these technologies, building major success stories like Google News and the Gmail spam classifier using easy-to-distribute algorithms for ranking and text classification—using technologies that were already mature by the mid-90s. (Reza Zadeh)

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ALL RIGHTS RESERVED. No part of this book may be used or reproduced in any matter whatsoever without the written and signed permission of the author. All trademarked names are the property of their owner and are acknowledged by the proper use of capitalization throughout. OTHER ‘Game on Boys’ BOOKS Available on Amazon as eBooks or print books Game on Boys 4 can be read separately or part of a series FREE ebook Game on Boys 1:The PlayStation Playoffs(8-12) Game on Boys 2 : Minecraft Madness (8-12) Game on Boys 3 : NO Girls Allowed Game on Boys 5 : House of Horrors Game on Boys 6 : Galactic Zombie Other books by Kate Cullen FREE Diary Of a Wickedly Cool Witch : Bullies and Baddies(8-13) Boyfriend Stealer : Diary of a Wickedly Cool Witch 2 (8-13) Diary of a Wickedly Cool Witch 3 : Perfect Ten (8-13) Diary of a Wickedly Cool Witch 4 : Witch School for Misfits Lucy goes to the Halloween Party (Early readers) Lucy the Easter Dog (Early readers) Lucy's Merry Christmas Sammy McGann and the Secret Soup People (5-10) Follow KATE on TWITTER at Kate Cullen @ katekate5555 Or email gameonboysseries@gmail.com to receive email updates. (Copy and paste) Or visit her website for new books and giveaways Kate Cullen author website Contents 1. Wow 2. BYODD 3. Secrets 4. News 5. Brats 6. Santa 7. Wishing 8. Blocky 9. Monsters 10. Wolverine 11. Creepy. 12. Arachnophobia 13. Fartblaster 14. Superhero 15. Enderman 16. Teleporting 17. Lost 18. Potions 19. Scared 20. Spells 21. Fireworks 22. Homecoming 1. WOW You know how awesome Christmas is, and birthdays are sick as, Easter is just a big fat chocolate splurge, and even Thanksgiving is like pig-out insanity. Weekends are kinda cool too, but holidays are totally far out man. And when a new PS game comes out and they have a midnight release extravaganza at the game store, it’s like crazy time, coolness overload. All these things are the main reason I exist on this earth. Without all this stuff, life would just SUCK big time. But nothing, I repeat NOTHING comes close to the Christmas I just had. WOW! I repeat WOW! Where do I even start? This Christmas was a like a dream come true. Actually it was sort of like a nightmare too, if that makes any sense. A dream and a nightmare mixed up into one. Totally far out man. Totally gobsmacking, totally awesome, but totally freaking scary. So you’re probably thinking like I won a million bucks or something and then got mugged, or the owner of Sony PlayStation company sent me 1000 free PS games, and then the house got robbed at gunpoint. Or even better, the owner made me the new boss of the Sony PlayStation company. Yeah right! Like that will ever happen! In my dreams!! Although, after what happened, I’m thinking that absolutely anything is possible. 2. BYODD The last day at school before Christmas break was awesome. We had a BYOD day in the afternoon. The first part of the day we had to do all the boring Christmassy stuff like making soppy cards for our families, coloring pictures of Santa and doing boring word searches looking for words like (DER) ‘Santa, Christmas, present, jingle, stocking’. Like BORING. Capital ‘B’ Boring. Why can’t Christmas word finds have proper Christmas words like, console, iPhone 6, PlayStation games, Star wars, BMX, Nerf Modulous Blaster, Thunderblast, Star Wars darth vader vehicle, lego Star Wars Death star?

Oddly, Orkut became a sensation in Brazil. “In Brazil, Orkut is the Internet and Google is search,” wrote one local journalist, who added that using Orkut was “like putting sugar in your coffee, watching Globo telenovelas, or heading to the beach from Christmas to Carnival.” On a trip to Brazil in 2006, Sergey Brin was asked why, and he responded, “We don’t know—what do you think?” When pressed, Googlers would refer to stereotypes of Carioca sociability, but that didn’t sufficiently explain why Orkut became the social networking choice of this country over other competitors—or why Orkut was so badly left behind in the rest of the world. Marissa Mayer’s personal analysis was based on the Google yardstick of speed. Brazilians, she says, were used to lousy Internet service and thus more tolerant of the delays. “They would just keep sitting there and waiting,” she says. Orkut was also dominant in India, where it was the number one Google service—ahead of search and Gmail. “There is no second product in India—Orkut is dominant,” said Manu Rekhi, the Orkut India product manager, in 2007. “I’ve seen beggar kids who use their money to get on Orkut.” Mayer also attributed that success to its quick response compared to other services. “Do you know why Orkut took off in India?” she would ask. “Opposite time zone, and no load on the servers at night. Speed matters.” (Why Orkut ruled in Brazil, however, was a mystery never solved.)

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Fortunately, Google found product/ market fit by refining Overture’s advertising auction model. Google’s AdWords product was so much better at monetizing search through its self-service, relevance-driven, auction system that by the time those competitors managed to play catch-up, Google had amassed the financial resources that allowed it to invest whatever was necessary to maintain product superiority. Google doesn’t always get product/ market fit right (and if it had run out of money before hitting upon AdWords, the search business might have died before ever achieving that fit). This is a reflection of its very intentional product management philosophy, which relies on bottom-up innovation and a high tolerance for failure. When it works, as in Gmail, which was a bottom-up project launched by Paul Buchheit, it can produce killer products. But when it fails, it results in killed products, as demonstrated by projects like Buzz, Wave, and Glass. To overcome this risk of failure, Google relies on both its financial strength (which comes from its high gross margins, among other things) and a willingness to decisively cut its losses. For example, when Google bought YouTube (which had clearly achieved product/ market fit), it was willing to abandon its own Google Video service, even though it had invested heavily in that product. Other massively successful companies take a very different approach. In contrast to Google, where new ideas can come from anywhere in the company and there are always many parallel projects going on at the same time, Apple takes a top-down approach that puts more wood behind fewer arrows. Apple keeps its product lines small and tends to work on a single major product at a time. One philosophy isn’t necessarily better than the other; the important thing is simply to find that product/ market fit quickly, before your competition does.