Google Ads Quotes

Tell me and I forget, teach me and I may remember, involve me and I learn." Benjamin Franklin never said those words, he was falsely attributed on a respected quotation website and it spread from there. The quote comes from the Xunzi. Xun Kuang was a Chinese Confucian philosopher that lived from 312-230 BC. His works were collected into a set of 32 books called the Xunzi, by Liu Xiang in about 818 AD. There are woodblock copies of these books that are almost 1100 years old. Book 8 is titled Ruxiao ("The Teachings of the Ru"). The quotation in question comes from Chapter 11 of that book. In Chinese the quote is: 不闻不若闻之, 闻之不若见之, 见之不若知之, 知之不若行之 It is derived from this paragraph: Not having heard something is not as good as having heard it; having heard it is not as good as having seen it; having seen it is not as good as knowing it; knowing it is not as good as putting it into practice. (From the John Knoblock translation, which is viewable in Google Books) The first English translation of the Xunzi was done by H.H. Dubs, in 1928, one-hundred and thirty-eight years after Benjamin Franklin died.

Google's colourful, playful logo is imprinted on human retinas just under six billion times each day, 2.1 trillion times a year - an opportunity for respondent conditioning enjoyed by no other company in history.

Google gets $59 billion, and you get free search and e-mail. A study published by the Wall Street Journal in advance of Facebook’s initial public offering estimated the value of each long-term Facebook user to be $80.95 to the company. Your friendships were worth sixty-two cents each and your profile page $1,800. A business Web page and its associated ad revenue were worth approximately $3.1 million to the social network. Viewed another way, Facebook’s billion-plus users, each dutifully typing in status updates, detailing his biography, and uploading photograph after photograph, have become the largest unpaid workforce in history. As a result of their free labor, Facebook has a market cap of $182 billion, and its founder, Mark Zuckerberg, has a personal net worth of $33 billion. What did you get out of the deal? As the computer scientist Jaron Lanier reminds us, a company such as Instagram—which Facebook bought in 2012—was not valued at $1 billion because its thirteen employees were so “extraordinary. Instead, its value comes from the millions of users who contribute to the network without being paid for it.” Its inventory is personal data—yours and mine—which it sells over and over again to parties unknown around the world. In short, you’re a cheap date.

Senior executives shouldn’t be wasting time debating whether the best background color for an ad is yellow or blue. Just run an experiment. This leaves management free to worry about the stuff that is hard to quantify, which is usually a much better use of their time.

An alpha would never google anyone they lived with.

Start doing what you want to do. You will only get better with time. Or you’ll realize you want to be doing something else. Either way, one of those things is better than sitting & waiting!

On the corporate side, the upshot of our data (the benefit to us) isn't all that interesting unless you're an economist. In theory, your data means ads are better targeted, which means less marketing spend is wasted, which means lower prices. At the very least, the data they sell means you get to use genuinely useful services like Facebook and Google without paying money for them.

Facebook automatically tagging your friends in photos; Apple and Google letting people look at their phones to unlock them; digital billboards from Microsoft and Intel with cameras that detected age and gender to show passersby appropriate ads.

But the people behind Facebook, Twitter and Google know you well. They know what shocks and horrifies you, they know what makes you click. They know how to grab your attention and hold it so they can serve you the most lucrative helping of personalised ads.

So much of the digital world was designed to make us feel dissatisfied, to mine our thoughts for marketable content that can be sold back in the form of Google ads and Amazon one-click purchases. I don’t want to live in that world, even if it means I occasionally get lost driving (or bicycling).

I need to google why being around you makes me want to fall asleep.” “Oxytocin.” “I don’t know what that is.” “Neither do I. I was googling why I couldn’t fall asleep as well as I do when you’re there, but I got distracted by a pregnancy pillow ad. It arrives on Monday.” “You can stay here whenever you like, Henry.

Hal Varian, the chief economist at Google, reckons that free search via Google is worth $150 billion a year to users; of course he would say that, but his calculations seem reasonable. The economist Michael Mandel has estimated that “data” or information needs to be added as a third category to the traditional distinction between goods and services.

If you can't measure it, you can't improve it" - Peter Drucker

Googling yourself is an act rooted in either narcissism or paranoia, or both, and it seems weird because it is weird.

Epstein came up with an elaborate plan, including TV ads, and presented it to the board. The board rejected it. “It really came down to this,” McCaffrey later said. “We have a limited budget. Do we want to put that money into the technology, into the infrastructure, into hiring really great people? Or do we want to blow it on a marketing campaign that we can’t measure?” Larry and Sergey told Epstein that his interim stint was over

Newspapers were in rapid decline in cities large and small across the country, their business model devastated by the triple whammy of first a company (Craigslist) that offered for free one of their main products (classified ads), and later a company that eviscerated the department stores that bought many of the print ads that sustained newspapers (Amazon), and then a couple companies that siphoned off the digital ad revenue that would replace lost print ads (Google and Facebook).

Forget about Russia trying to influence the US election with the measly $100,000 it spent on ads; how about the real influencers, the multibillion-dollar companies such as Facebook and Google, that block and silence the voices of conservatives?

Here's what an e-reader is. A battery operated slab, about a pound, one half-inch thick, perhaps an aluminum border, rubberized back, plastic, metal, silicon, a bit of gold, plus rare metals such as columbite-tantalite (Google it) ripped from the earth, often in war-torn Africa. To make one e-reader requires 33 pounds of minerals, plus 79 gallons of water to produce the battery and printed writing and refine the minerals. The production of other e-reading devices such as cell phones, iPads and whatever new gizmo will pop up (and down) in the years ahead is similar. "The adverse health impacts from making one e-reader are estimated to be 70 times greater than those for making a single book," says the Times. Then you figure that the one hundred million e-readers will be outmoded in short order--to be replaced by one hundred million new and improved devices in the years ahead that will likewise be replace by new models ad infinitum, and you realize an environmental disaster is at hand.

model’s blind spots reflect the judgments and priorities of its creators. While the choices in Google Maps and avionics software appear cut and dried, others are far more problematic. The value-added model in Washington, D.C., schools, to return to that example, evaluates teachers largely on the basis of students’ test scores, while ignoring how much the teachers engage the students, work on specific skills, deal with classroom management, or help students with personal and family problems. It’s overly simple, sacrificing accuracy and insight for efficiency.

Neither Rafi nor I saw what was happening. No one did. That computers would take over our lives: Sure. But the way that they would turn us into different beings? The full flavor of our translated hearts and minds? Not even my most enlightened fellow programmers at CRIK foresaw that with any resolution. Sure, they predicted personal, portable Encyclopedia Britannicas and group real-time teleconferencing and personal assistants that could teach you how to write better. But Facebook and WhatsApp and TikTok and Bitcoin and QAnon and Alexa and Google Maps and smart tracking ads based on keywords stolen from your emails and checking your likes while at a urinal and shopping while naked and insanely stupid but addictive farming games that wrecked people’s careers and all the other neural parasites that now make it impossible for me to remember what thinking and feeling and being were really like, back then? Not even close.

Perhaps the most visionary of emerging recommender systems is Google’s patented environment-based recommender system. The tech behemoth has patented "advertising based on environmental conditions," which draws on environmental factors such as temperature and humidity collected through device sensors. In addition to climatic factors, the technology is said to gather light, sound, and air composition and translates this information into criteria for what ads to serve users.

When I started my marketing company, I fell into the same trap most entrepreneurs do in the early stages of their business. Desperate for sales I created page after page on my website, offering everything and anything from logo design and email marketing to Google AdWords and SEO. It was only when I stripped all of this noise away and focused almost exclusively on Google AdWords and PPC marketing that things started to happen for me. It was easier to rank my website on Google because the whole website was optimised around specific niche keywords. It was easier to close customers, because they wanted professional PPC services and I could demonstrate with little effort that I was a PPC specialist. In most cases I didn't even need to demonstrate this point because 5 seconds spent on my website would tell the client that my whole business was Google AdWords PPC. By making it look like the only thing I specialised in was PPC consultancy, I cornered the market in every channel my services were advertised.   But

Google tried to do everything. It proved itself the deepest and fastest of the search engines. It stomped the competition in email. It made a decent showing in image hosting, and a good one in chat. It stumbled on social, but utterly owned maps. It swallowed libraries whole and sent tremors across the copyright laws. It knows where you are right now, and what you’re doing, and what you’ll probably do next. It added an indelible, funny, loose-limbed, and exact verb into the vocabulary: to google. No one “bings” or “yahoos” anything. And it finishes your sen … All of a sudden, one day, a few years ago, there was Google Image Search. Words typed into the search box could deliver pages of images arrayed in a grid. I remember the first time I saw this, and what I felt: fear. I knew then that the monster had taken over. I confessed it, too. “I’m afraid of Google,” I said recently to an employee of the company. “I’m not afraid of Google,” he replied. “Google has a committee that meets over privacy issues before we release any product. I’m afraid of Facebook, of what Facebook can do with what Google has found. We are in a new age of cyberbullying.” I agreed with him about Facebook, but remained unreassured about Google." (from "Known and Strange Things" by Teju Cole)

The reason a bunch of employees who had no direct responsibility for ads, or culpability when they were lousy, spent their weekends transforming someone else’s problem into a profitable solution speaks to the power of culture. Jeff and gang had a clear understanding of their company’s priorities, and knew they had the freedom to try to solve any big problem that stood in the way of success. If they had failed, no one would have chastised them in any way, and when they succeeded, no one—even on the ads team—was jealous of their progress. But it wasn’t Google’s culture that turned those five engineers into problem-solving ninjas who changed the course of the company over the weekend. Rather it was the culture that attracted the ninjas to the company in the first place. Many people, when considering a job, are primarily concerned with their role and responsibilities, the company’s track record, the industry, and compensation. Further down on that list, probably somewhere between “length of commute” and “quality of coffee in the kitchen,” comes culture. Smart creatives, though, place culture at the top of the list. To be effective, they need to care about the place they work. This is why, when starting a new company or initiative, culture is the most important thing to consider.

A smartphone allows you to choose your own adventure. So be a hero, not a villain. Don’t be your own worst enemy. No wasting time… No training your brain not to remember things, losing the skills necessary to read a fucking map… No trolling. Don’t make snarky remarks on comment threads or internet forums or social media. Just do good. Help others. If you’re out in the world and bored, which you shouldn’t be anyway, but still, if you feel like you need to get on your phone, be useful. Answer questions, offer advice. Look only for question marks when you scroll through your Facebook news feed. Log on to Reddit and comment on something you have firsthand knowledge of and real insight about. Give far more than you take. Never text and walk. And stop googling things as you think of them. Instead, write it down and look it up later. If you can’t remember to do this, then you didn’t deserve to know the answer. This will keep your mind active, agile; clear to really think. It will keep you sharp. Using the internet for information or socialization should be an activity, something you sit down for—it should not be used while out and about. You should not refuse the beauty of what’s in front of you for mere pixels of red, green, blue on a 3.5-inch screen. Otherwise, you’ll lose yourself. An abyss of ones and zeros will swallow you whole. Don’t be a dumb motherfucker with a smartass phone.

Per un minuto, rimaniamo a guardarci, e giuro che l’aria si fa più densa. Io e Ben non ci siamo più trovati nello stesso Stato da quando ci siamo separati quell’estate. Ma il mio cuore, il cervello e i polmoni non se lo ricordano mai. La verità è che non so come fare. Ho passato un sacco di tempo a cercare su Google: “Come spegnere un sentimento. Come riuscire ad amarlo platonicamente”. Quando Ben finalmente parla, la sua voce è bassa e dolce. «Noi resistiamo ancora.» «Cosa?» Lo guardo stranito. Sono seduto nel corridoio di un dormitorio studentesco, appoggiato a un muro. Lui è seduto su un letto. «Voglio dire, noi siamo ancora qui. Siamo ancora noi. Tu sei ancora nella mia vita.» «Giusta osservazione.» Ed è vero. Amo il suo sorriso. Amo la sua voce, amo il suo volto, amo che lui viva nel mio telefono, anche adesso. Amo essere suo amico, il suo migliore amico. Il mio migliore amico, Ben. Forse è questo che voleva l’universo. Forse è questo che siamo noi.

Honestly, I'm relieved. Finally someone's calling Athena out on her bullshit, on her deliberately confusing sentence structures and cultural allusions. Athena likes to make her audience "work for it." On the topic of cultural exposition, she's written that she doesn't "see the need to move the text closer to the reader, when the reader has Google, and is perfectly capable of moving closer to the text." She drops in entire phrases in Chinese without adding any translations—her typewriter doesn't have Chinese characters, so she left spaces and wrote them out by hand. It took me hours of fiddling with an OCR to search them online, and even then I had to strike out about half of them. She refers to family members in Chinese terms instead of English, so you're left wondering if a given character is an uncle or a second cousin. (I've read dozens of guides to the Chinese kinship nomenclature system by now. It makes no goddamn sense.) She's done this in all her other novels. Her fans praise such tactics as brilliant and authentic—a diaspora writer's necessary intervention against the whiteness of English. But it's not good craft. It makes the prose frustrating and inaccessible. I am convinced it is all in service of making Athena, and her readers, feel smarter than they are. "Quirky, aloof, and erudite" is Athena's brand. "Commercial and compulsively readable yet still exquisitely literary," I've decided, will be mine.

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.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

The key to successful advertising is to find a method of conveying your information to as many people as possible while keeping your advertising costs to a minimum.

the advertising business model. Advertising would allow search to be free, music to be free, and news to be free. (That didn’t mean that musicians or reporters got a piece of the pie, for the techies considered them replaceable.) Advertising would become the dominant business in the information era. This didn’t feel dystopian at first. The original ads on Google were cute and harmless. But as the internet, the devices, and the algorithms advanced, advertising inevitably morphed into mass behavior modification. This is how BUMMER was born. As often happens with people, we forgot that we made a choice. Now we feel helpless. But the choice remains, and we can remake it.

if you’re not tracking conversions from click, to sales lead, to sale, then odds are 80 percent of your traffic is not converting to sales and you don’t know it.

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.

Google’s search product is an excellent example of an innovative business model. Prior to Google, the business model or “value capture framework” of search engines was to fit as many banner advertisements on a page as possible, and to charge as much as possible for them. Google, by contrast, used simple text ads and targeted them based on the keywords used in a particular search. Advertisers found this technique more attractive than banner ads, because they had better data on the effectiveness of individual ads, and could make more effective ads based on the data. This highly innovative business model is what made Google the juggernaut it is today, not the technical proficiency of its search algorithm.

As Hal Varian told me, “Relying on data helps out everyone. Senior executives shouldn’t be wasting time debating whether the best background color for an ad is yellow or blue. Just run an experiment. This leaves management free to worry about the stuff that is hard to quantify, which is usually a much better use of their time.

From: Jonathan Rosenberg Date: Thu, Aug 5, 2010 at 2:59 PM Subject: Amidst boundless opportunities, 13 PMs whiff on OKRs (names included) Product Gang, As most of you know, I strongly believe that having a good set of quarterly OKRs is an important part of being successful at Google. That’s why I regularly send you notes reminding you to get them done on time, and why I ask managers to review them to make sure all of our OKRs are good. I’ve tried notes that are nice and notes that are mean. Personal favorites include threatening you with Jonathan’s Pit of Despair in October 07 and celebrating near perfection in July 08. Over time I iterated this carrot/stick approach until we reached near 100% compliance. Yay! So then I stopped sending notes, and look what happened: this quarter, SEVERAL of you didn’t get your OKRs done on time, and several others didn’t grade your Q2 OKRs. It turns out it’s not the type of note I send that matters, but the fact that I send anything at all! Names of the fallen are duly noted below (with a pass given to several AdMob employees who are new to the ways of Google, and to many of you who missed the deadline but still got them done in July). We have so many great opportunities before us (search, ads, display, YouTube, Android, enterprise, local, commerce, Chrome, TV, mobile, social . . .) that if you can’t come up with OKRs that get you excited about coming to work every day, then something must be wrong. In fact, if that’s really the case, come see me. In the meantime, please do your OKRs on time, grade your previous quarter’s OKRs, do a good job at it, and post them so that the OKR link from your moma [intranet] page works. This is not administrative busywork, it’s an important way to set your priorities for the quarter and ensure that we’re all working together. Jonathan

Here’s something you may not know: every time you go to Facebook or ESPN.com or wherever, you’re unleashing a mad scramble of money, data, and pixels that involves undersea fiber-optic cables, the world’s best database technologies, and everything that is known about you by greedy strangers. Every. Single. Time. The magic of how this happens is called “real-time bidding” (RTB) exchanges, and we’ll get into the technical details before long. For now, imagine that every time you go to CNN.com, it’s as though a new sell order for one share in your brain is transmitted to a stock exchange. Picture it: individual quanta of human attention sold, bit by bit, like so many million shares of General Motors stock, billions of times a day. Remember Spear, Leeds & Kellogg, Goldman Sachs’s old-school brokerage acquisition, and its disappearing (or disappeared) traders? The company went from hundreds of traders and two programmers to twenty programmers and two traders in a few years. That same process was just starting in the media world circa 2009, and is right now, in 2016, kicking into high gear. As part of that shift, one of the final paroxysms of wasted effort at Adchemy was taking place precisely in the RTB space. An engineer named Matthew McEachen, one of Adchemy’s best, and I built an RTB bidding engine that talked to Google’s huge ad exchange, the figurative New York Stock Exchange of media, and submitted bids and ads at speeds of upwards of one hundred thousand requests per second. We had been ordered to do so only to feed some bullshit line Murthy was laying on potential partners that we were a real-time ads-buying company. Like so much at Adchemy, that technology would be a throwaway, but the knowledge I gained there, from poring over Google’s RTB technical documentation and passing Google’s merciless integration tests with our code, would set me light-years ahead of the clueless product team at Facebook years later.

At that point in time, Gokul Rajaram was a legendary éminence grise in the ad-tech world. The so-called godfather of AdSense, Google’s secondary gold mine after AdWords, Gokul was a constant presence on the conference circuit, and an omnipresent adviser or investor in just about every advertising technology company worth talking about. He too had come to Facebook via a small acqui-hire, though really that had been just a career breather between his time at Google and his hiring at Facebook. University at the Indian Institute of Technology (IIT), followed by an American MBA, he was your standard-issue Indian techie, and probably that country’s most valuable export after steel and Tata Motors. “What’s the first thing you would change about Facebook Ads if we hired you?” There was about as much polish and prologue to Gokul as that of a North Korean diplomat. “I’d build a conversion-tracking system. It’s unbelievable you don’t have one yet.” A conversion-tracking system is software that tells you if an advertisement has worked in driving a conversion (or “sale” in marketing-speak), and lets you retweak your marketing campaigns based on performance. An ads system without conversion tracking is like a car without rearview mirrors; nay, it’s like a car without even rear or side windows. All you can see is forward, merrily driving along, not even understanding what’s behind you or what you just ran over. It’s a danger to yourself and others, and it was a sign of just how out-of-touch Facebook Ads management was that this somehow never got prioritized. From Gokul’s smile the conclusion was clearly . . . right answer! And so the conversation went, traversing various potential aspects of the Facebook Ads system, and what the company needed to build. It was a giddy Gokul—I’d soon learn he was almost always giddy—who escorted me out the door. The boys and I had arrived separately, assuming we’d get out at different times, and separately did we go back to the GrokPad. There, we compared notes. MRM and Argyris weren’t exactly rousing in their reviews of the experience. In fact, it was clear that the fascist vibe the company gave off had very much rubbed them the wrong way. They had never really liked Facebook, as either product or company, going back to our visits to their developer events. The daylong hazing had done nothing to charm them.

It was consumer pull, rather than business push, that would determine where ads appeared.

You should consider search-based campaigns as the foundation of your online advertising. This is because search advertising typically sees higher conversion rates and better return on investment (ROI) than display or social campaigns.

Relevance, Clarity, and Accuracy “Relevance” and “accuracy” refer to how well your ad copy matches what’s on your landing page. “Clarity” covers a wider variety of sins you’ll need to avoid, including:          Missing lines of text          Excessive spacing          “Extremely bad grammar” (This is Google’s exact wording, implying that they’ll allow a modicum of imperfect grammar.)          Generic call-to-action phrases (such as “click here” or “+1”).          Using characters for anything other than their intended or usual meaning. For example, the greater-than “>” symbol is fine if you’re using it to indicate that something actually is greater than something else. But you can’t use it as an arrow.          Words in all-capitals          Bad spelling          Repetition. For example, “Buy! Buy! Buy!” would be flagged as unacceptable. Follow the above guidelines when you build your ads and you’ll be fine 99 percent of the time. Still, be sure and visit the AdWords Policy Center page and review their directions. SYSTEMATICALLY

Fixing a bug is much like adding a new feature: the presence of the bug suggests that a case was missing from the initial test suite, and the bug fix should include that missing test case.

On the other hand, think about a world of ad-hoc organization, determined by whatever makes sense at the time. That’s more like a big pile of stuff on a desk instead of rows of items stringently arranged on shelves. Sure it may seem messy, but that’s just because it’s a different kind of organization: spontaneous, contextual order, easily reordered into a different context as need be. That image is a little bit like the Web itself, seen through Google’s lens: a world of infinite variety and little predetermined order; a world of dynamic structure, shaped differently for each observer.

Why did Connex for QuickBooks Online succeed? Here are the reasons: I received free app store listings on Intuit’s website. My app was even on the first page of their store briefly. This drove large amounts of traffic to my site. I received free listings on many other sites before they started asking for a commission. I later pulled those listings, since the cost to advertise exceeded the revenue they brought to the company. These stores failed to show how many installs and conversions they generated. I had many positive and real reviews on my app store listings. I noticed competitors had hundreds of five-star reviews that mostly looked fake. QuickBooks Online had few integrations at the time. I was one of the first companies to get listed. For QuickBooks Canada and QuickBooks U.K., my app was one of the first system integrators. I had almost no competitors who serviced QuickBooks outside of the U.S. Shopify, BigCommerce, ShipStation and other companies had no native integration. Mine was one of the first. I recorded videos and added landing pages that ranked high on Google with minimal effort. Since I had a shoestring marketing budget, this was very important. The issue I had with other products was that they didn’t offer free promotion. Since my company was one of the first, we had ample time to add features and fix problems. We have a solution that is light years ahead of competitors. Why would someone want to compete with us? In the words of one of my partner companies, “We could build one, but yours would be a lot better.” My app required no desktop apps or website plugins to install. Since my audience was small business owners, the easier the install the better. Most business users have a limited understanding of websites. Asking them to change a bunch of settings or configure something on their own is daunting. We set up Connex for qualified users. Many competitors just let users go through a self-guided trial. We received feedback from many customers that they would purchase if they could make Connex work. I added a talk-to-sales component, and our conversion ratio increased. Connex was successful because I added a personal touch in a world where SaaS owners expect users to just “figure it out” on their own. Software that requires no support and maintenance is a pipe dream.

Dropbox, the cloud storage company mentioned previously that Sean Ellis was from, cleverly implemented a double-sided incentivized referral program. When you referred a friend, not only did you get more free storage, but your friend got free storage as well (this is called an “in-kind” referral program). Dropbox prominently displayed their novel referral program on their site and made it easy for people to share Dropbox with their friends by integrating with all the popular social media platforms. The program immediately increased the sign-up rate by an incredible 60 percent and, given how cheap storage servers are, cost the company a fraction of what they were paying to acquire clients through channels such as Google ads. One key takeaway is, when practicable, offer in-kind referrals that benefit both parties. Although Sean Ellis coined the term “growth hacking,” the Dropbox growth hack noted above was actually conceived by Drew Houston, Dropbox’s founder and CEO, who was inspired by PayPal’s referral program that he recalled from when he was in high school. PayPal gave you ten dollars for every friend you referred, and your friend received ten dollars for signing up as well. It was literally free money. PayPal’s viral marketing campaign was conceived by none other than Elon Musk (now billionaire, founder of SpaceX, and cofounder of Tesla Motors). PayPal’s growth hack enabled the company to double their user base every ten days and to become a success story that the media raved about. One key takeaway is that a creative and compelling referral program can not only fuel growth but also generate press.

there is no doubt that a deeper grasp of the predictive power of data quickly shaped Google’s specific response to financial emergency, triggering the crucial mutation that ultimately turned AdWords, Google, the internet, and the very nature of information capitalism toward an astonishingly lucrative surveillance project.

First, let's be clear what I mean by “ask for the cash” and “ride the float.” I mean the following: After (courageously) asking for and getting payment from your customers as early as possible (ideally before you make or deliver what they've agreed to buy) and after convincing your key suppliers to take payment from you as late as possible (perhaps 30 or 60 or 90 days after they've shipped you what you ordered), you'll find your bank account flush with cash, at least until you have to pay your suppliers. While you have that cash in hand—the “float” before you have to pay it to your suppliers—you can use it to grow your business. Buy inventory. Hire people. Buy more Google AdWords. And so on. As your business grows, you then use your future revenue to pay your suppliers and your people, just in time when their bills come due. That's exactly what 19‐year‐old Michael Dell did in 1984 to start Dell Computer. And it's mostly how he grew Dell, too.

By serving ads related to content, Google seemed almost to be reveling in the fact that users’ privacy was at the mercy of the policies and trustworthiness of the company that owned the servers. And since those ads made profits, Google was making it clear that it would exploit the situation.

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If you want to bid on competitors’ names and products, you could end up with a low Quality Score because your site isn’t actually... you know… your competitors’ site! One way to circumvent that is to build a product or service comparison page – i.e. your product vs their product, perhaps with a table that shows why yours is

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six reasons why email is the best: My company AppSumo generates $65 million a year in total transactions. And you know what? Nearly 50 percent of that comes from email. This percentage has been consistent for more than ten years. Don’t believe me? I have 120,000 Twitter followers, 750,000 YouTube subscribers, and 150,000 TikTok fans—and I would give them all up for my 100,000 email subscribers. Why? Every time I send an email, 40,000 people open it and consume my content. I’m not hoping the platform gods will allow me to reach them. On the other platforms, anywhere between 100 and 1 million people pay attention to my content, but it’s not consistent or in my control. I know what you’re saying: “C’mon, Noah, email is dead.” Now ask yourself, when was the last time you checked your email? Exactly. Email is used obsessively by over 4 billion people! It’s the largest way of communicating at scale that exists today. Eighty-nine percent of people check it EVERY DAY! Social media decides who and how many people you’re seen by. One tweak to the algorithm, and you’re toast. Remember the digital publisher LittleThings? Yeah, no one else does, either. They closed after they lost 75 percent of their 20,000,000 monthly visitors when Facebook changed its algorithm in 2018. CEO Joe Speiser says it killed his business and he lost $100 million. You own your email list. Forever. If AppSumo shuts down tomorrow, my insurance policy, my sweet sweet baby, my beloved, my email list comes with me and makes anything I do after so much easier. Because it’s mine. It also doesn’t cost you significant money to grow your list or to communicate with your list, whereas Facebook or Google ads consistently cost money.

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Digital marketing expert Angela Liberatore stresses the importance of data analytics, which lets businesses track how well their digital campaigns are doing and make changes if needed. Conversion Rate Optimization (CRO) focuses on improving the website to turn visitors into customers. Mobile marketing makes sure content works well on smartphones and tablets, as more people use these devices. Lastly, marketing automation tools help save time by automatically sending emails or posting on social media. All of these parts together create a strong digital marketing strategy that helps businesses grow, engage customers, and increase sales in today’s digital world. Digital marketing includes several important parts that work together to help businesses reach and connect with their audience online. One part is search engine optimization (SEO), which helps websites show up higher on search engines like Google. Content marketing is another part, where useful things like blog posts, videos, and infographics are made to attract and interest customers. Social media marketing uses platforms like Facebook, Instagram, and LinkedIn to increase brand awareness and build a community. Email marketing allows businesses to send personalized messages directly to their audience. Paid advertising, like Pay-Per-Click (PPC) ads, brings quick traffic to websites. Influencer marketing uses the popularity of influencers to promote products or services.

Chris Argyris, professor emeritus at Harvard Business School, wrote a lovely article in 1977,191 in which he looked at the performance of Harvard Business School graduates ten years after graduation. By and large, they got stuck in middle management, when they had all hoped to become CEOs and captains of industry. What happened? Argyris found that when they inevitably hit a roadblock, their ability to learn collapsed: What’s more, those members of the organization that many assume to be the best at learning are, in fact, not very good at it. I am talking about the well-educated, high-powered, high-commitment professionals who occupy key leadership positions in the modern corporation.… Put simply, because many professionals are almost always successful at what they do, they rarely experience failure. And because they have rarely failed, they have never learned how to learn from failure.… [T]hey become defensive, screen out criticism, and put the “blame” on anyone and everyone but themselves. In short, their ability to learn shuts down precisely at the moment they need it the most.192 [italics mine] A year or two after Wave, Jeff Huber was running our Ads engineering team. He had a policy that any notable bug or mistake would be discussed at his team meeting in a “What did we learn?” session. He wanted to make sure that bad news was shared as openly as good news, so that he and his leaders were never blind to what was really happening and to reinforce the importance of learning from mistakes. In one session, a mortified engineer confessed, “Jeff, I screwed up a line of code and it cost us a million dollars in revenue.” After leading the team through the postmortem and fixes, Jeff concluded, “Did we get more than a million dollars in learning out of this?” “Yes.” “Then get back to work.”193 And it works in other settings too. A Bay Area public school, the Bullis Charter School in Los Altos, takes this approach to middle school math. If a child misses a question on a math test, they can try the question again for half credit. As their principal, Wanny Hersey, told me, “These are smart kids, but in life they are going to hit walls once in a while. It’s vital they master geometry, algebra one, and algebra two, but it’s just as important that they respond to failure by trying again instead of giving up.” In the 2012–2013 academic year, Bullis was the third-highest-ranked middle school in California.194

create your site with

Here’s a little problem with that plan: the vast majority of jobs are not filled through cold resumes coming in advertisements. Do a little googling on the term “hidden job market.” The hidden job market (also called the “unpublicized job market” or the “unadvertised job market”) comprises all jobs that are not listed publicly or filled through means such as employment ads, job boards, or career fairs. Published estimates typically place the hidden job market at 70 percent to 95 percent of all jobs filled at all levels. In an article published on MSNBC.com, Steven Rothberg, founder of CollegeRecruiter.com, says, “[a]bout 90 percent of job openings go unadvertised, yet about 90 percent of candidates apply only to advertised job openings.”10 Let’s say the correct figure for the unpublicized job market is 80 percent. How are those “hidden” jobs being filled? Primarily through networking and referrals.

In early 2004, she gave a progress report at a Google Product Strategy meeting. Eric Schmidt asked her how many publishers AdSense had signed up. He figured the number would be in the thousands. But she reported a number well up in the hundreds of thousands. “They almost fell off their chairs,” she said. But not Brin. “That’s pretty good,” he said. Later people would explain to Malone that Brin’s “pretty good” is the equivalent of a Nobel Prize.

We couldn’t figure out why until we went out and did a user study at a nearby college, actually watching students try to use Google. According to Marissa Mayer, at the time a Googler and now CEO of Yahoo, they were so accustomed to cluttered websites that “flashed, revolved, and asked you to punch the monkey” that they thought there had to be more coming.165 They weren’t searching because they were waiting for the page to finish loading. Engineering vice president Jen Fitzpatrick added: “We wound up sticking a copyright tag at the bottom of the page, not so much because we needed a copyright on the page, but because it was a way to say ‘This is the end.’” The copyright notice fixed the problem.

Relevant Keywords + Relevant ads + Relevant Landing Page = Better Page Position, Lower Costs, More Success.

one of our earliest challenges was that users would look at the Google Web page and not type anything. We couldn’t figure out why until we went out and did a user study at a nearby college, actually watching students try to use Google. According to Marissa Mayer, at the time a Googler and now CEO of Yahoo, they were so accustomed to cluttered websites that “flashed, revolved, and asked you to punch the monkey” that they thought there had to be more coming.165 They weren’t searching because they were waiting for the page to finish loading. Engineering vice president Jen Fitzpatrick added: “We wound up sticking a copyright tag at the bottom of the page, not so much because we needed a copyright on the page, but because it was a way to say ‘This is the end.’” The copyright notice fixed the problem.

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.)

Facebook was a scary competitor because in some ways it was very much like Google. True, Facebook wasn’t built on a brilliant scientific advance as Google was, and there was no technical innovation at Facebook even close to the breathtaking Google infrastructure. But Mark Zuckerberg was in the Larry Page mold, a wildly ambitious leader with a quasi-religious trust in engineering. Zuckerberg said that Facebook would have hacker values. Ten years younger than Page and Brin—a generation in Internet time—Zuckerberg respected Google’s values but believed that the older company had lost its nimbleness and focus. He made a specialty of hiring Google people who sought the excitement of building something new. When Zuckerberg needed a strong number two to run Facebook operations, he turned to Sheryl Sandberg, who had built Google’s ad organization. As disappointing as that was to Google, what was even more alarming was the competition for engineering talent. Google could deal with its most brilliant engineers leaving to start their own companies—classic examples were the departure of Paul Buchheit (Gmail) and Bret Taylor (Google Maps) to start a company called FriendFeed. But when Facebook bought FriendFeed, both engineers happily integrated themselves into the ranks of their new employer.

classic example is Google’s AdWords, which is now a multi-billion dollar business within Google. A key to its scalability is self-provisioning—that is, the interface for an AdWords customer has been completely automated such that there is no manual involvement.

In God we trust, all others must bring data" - American Statistician W. Edwards Deming

Generally speaking, you should go pro with a page if you’re using social media for business, because of added capabilities such as multiple administrators and extensive analytics. For Google+ in particular, sharing posts with external services such as Buffer, Sprout Social, and Hootsuite is much, much, much better with a page.

If a market has X number of Google searches every single month, and there are Y number of competitors, and the click prices on Google AdWords are in the reasonable range, then it’s a contender.

If libraries don’t meet the information needs of communities, then others will. Others are more likely to mix a profit motive in with activities that are broadly in the public interest, whether it’s Amazon’s interest in selling books, Google’s interest in selling ads based on searches, or the interest at Starbucks and McDonald’s in selling elaborate coffees and fast food.

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A trickier problem to correct is when similar keywords compete against each other for placement in the AdWords auction. These keywords do not bid against each other; rather, they compete for the opportunity to participate in the AdWords auction. This becomes a problem if you want to associate a specific ad and landing page with a search theme but AdWords chooses another!

By establishing a strategic online presence through your website, social media, keywords, meta tags, and Google AdWords, the world may discover your expertise and "beat a path to your door.

And then there is Apple, the dissenter from the libertarian creed. Both Steve Jobs and Tim Cook have been real allies to the content community, and their stance against the surveillance-marketing model that is at the core of Google’s and Facebook’s businesses—i.e., their support of ad blockers—puts them in direct opposition to the dominant search and social platforms.

The privacy issue was reignited in early 2014, when the Wall Street Journal reported that Facebook had conducted a massive social-science experiment on nearly seven hundred thousand of its users. To determine whether it could alter the emotional state of its users and prompt them to post either more positive or negative content, the site’s data scientists enabled an algorithm, for one week, to automatically omit content that contained words associated with either positive or negative emotions from the central news feeds of 689,003 users. As it turned out, the experiment was very “successful” in that it was relatively easy to manipulate users’ emotions, but the backlash from the blogosphere was horrendous. “Apparently what many of us feared is already a reality: Facebook is using us as lab rats, and not just to figure out which ads we’ll respond to but to actually change our emotions,” wrote Sophie Weiner on AnimalNewYork.com.

The stunning thing about a zero-marginal-cost digital distribution system is that we forget that it could allow artists to run a nonprofit distribution cooperative and keep a far higher percentage of their revenues than they do now. YouTube takes 45 percent of the ad revenue on its site simply for running the infrastructure, without putting up production or marketing money. At worst the cost to run the infrastructure is around 5 percent, at current revenue levels, so the rest of the revenue is pure profit. What if artists ran a video and audio streaming site as a nonprofit cooperative (perhaps employing the technology in some of those free Google patents)?

WhatsApp user base crosses 70 million in India The total user base for WhatsApp is 600 million, according to a a vice-president of the company. Photo: AFP By PTI | 328 words Mumbai: Mobile messenger service WhatsApp's user base in India has grown to 70 million active users, which is over a 10th of its global users, its business head Neeraj Arora said on Sunday. "We have 70 million active users here who use the application at least once a month," Arora, a vice-president with WhatsApp, said at the fifth annual INK Conference in Mumbai. He said the total user base for the company, which was bought by Facebook in a $19-billion deal earlier this year, is 600 million. With over a 10th of the users from the country, India is one of the biggest markets for WhatsApp, he said, adding connecting billions of people in markets like India and Brazil is the aim of the company. Arora, an alumnus of Indian Institute of Technology (IIT)-Delhi and ISB Hyderabad, said WhatsApp will continue to hold a distinct identity even after the takeover by Facebook and will not get merged with the social networking giant. He said WhatsApp, which has only 80 employees, will benefit through learnings from the social networking giant. Arora, who first heard of WhatsApp as a business development executive for the Internet search firm Google Inc. and later joined as its business head, said it took two years to stitch the $19 billion deal announced this April. Interestingly, Arora said he would have paid a fraction of the sum to buy WhatsApp three years back. It would have been in "low tens of million" dollars, he said stressing that the company has grown a lot since then. Arora said the user-base has doubled to 600 million from the 30 million when he joined three years ago. The company has flourished because of its focus on the product, rather than the business side of things, he said. "The founders wanted to develop a cool product which will be used by millions and did not have business things like valuations," he said, stressing that this continues to be a motto of the company.

With over a 10th of the users from the country, India is one of the biggest markets for WhatsApp, he said, adding connecting billions of people in markets like India and Brazil is the aim of the company. Arora, an alumnus of Indian Institute of Technology (IIT)-Delhi and ISB Hyderabad, said WhatsApp will continue to hold a distinct identity even after the takeover by Facebook and will not get merged with the social networking giant. He said WhatsApp, which has only 80 employees, will benefit through learnings from the social networking giant. Arora, who first heard of WhatsApp as a business development executive for the Internet search firm Google Inc. and later joined as its business head, said it took two years to stitch the $19 billion deal announced this April.

looking at: For example: Improve any of those variables, and you increase your earnings.

Every time you make any sort of change to your ads, you must track the results.

Google’s logic was sound: An ad that pays $0.55 per click is more valuable than an ad that gets $1.00 per click if it gets clicked on twice as much.

get a sense of how powerful Musk’s work may end up being for the American economy, have a think about the dominant mechatronic machine of the past several years: the smartphone. Pre-iPhone, the United States was the laggard in the telecommunications industry. All of the exciting cell phones and mobile services were in Europe and Asia, while American consumers bumbled along with dated equipment. When the iPhone arrived in 2007, it changed everything. Apple’s device mimicked many of the functions of a computer and then added new abilities with its apps, sensors, and location awareness. Google charged to market with its Android software and related handsets, and the United States suddenly emerged as the driving force in the mobile industry. Smartphones were revolutionary because of the ways they allowed hardware, software, and services to work in unison. This was a mix that favored the skills of Silicon Valley. The rise of the smartphone led to a massive industrial boom in which Apple became the most valuable company in the country, and billions of its clever devices were spread all over the world.

had a hunch that people wanted to keep jellyfish as pets, so he created a test website and bought $100 in Google search ads. Lo and behold, his

Based on traffic received, Alexa.com ranks YouTube third after Google Search and Facebook. The best use of the site is entertainment and research.

do not expect high CTRs on Facebook. Unlike Google, where the average CTR is 1%, on Facebook you can expect CTRs of 0.1%, as on Facebook ads are displayed and not searched for.

Performance improved only when companies implemented programs to empower employees (for example, by taking decision-making authority away from managers and giving it to individuals or teams), provided learning opportunities that were outside what people needed to do their jobs, increased their reliance on teamwork (by giving teams more autonomy and allowing them to self-organize), or a combination of these. These factors “accounted for a 9% increase in value added per employee in our study.” In short, only when companies took steps to give their people more freedom did performance improve.

Amazon could use the data it has about buying behavior to help make these ads much more effective," said Karsten Weide, an analyst at researcher IDC. "Marketers would love to have another viable option beyond Google and Facebook for their advertising.

He is a very senior member of faculty; has an added degree in Computer Science; a supposed scholar; addicted to Google and the Internet; dislikes the library, but, I looked like a magician to him when in a twinkling of an eye I gave him a book from the trolley that contained 90% of what he couldn't get from the Internet for a long while, and ever since, he respects librarians and visits the library almost on a daily basis.

advertising.” It started when Google introduced the AdSense network in 2003. When Google’s web crawler began to scan tens of millions of pages of content, matching ads to content by targeting keywords, contextual advertising was born. If you search for flights to Maui, for example, you might receive an ad for a nice deal on a place to stay. However, if after you returned you were looking up the name of the wonderful little shop you discovered up-island, you might see the same offer. In the former situation the ad is relevant; in the latter it’s worthless. Sometimes such ads are beneath worthless; they are downright tasteless. When

One reason that happened was that as Google added market share, search marketers decided to quit splitting their budgets between Yahoo and Google and concentrate all their bidding power in one market—Google’s. That further drove yield, further enabling Google to buy market share, and on it went.

In our initial brainstorming, we formulated our sense of Web 2.0 by example: Web 1.0 Web 2.0 DoubleClick --> Google AdSense Ofoto --> Flickr

MOUNTAIN VIEW, CA—Following the company’s announcement that it would discontinue public sales of the wearable technology, Google officials confirmed Monday that all unsold units of Google Glass would be donated to underprivileged assholes in Africa. “We are committed to positively impacting the lives of poverty-stricken smug pricks by distributing the surplus inventory of Google Glass to self-important fucks throughout sub-Saharan Africa,” a statement released by the company read in part, adding that the program will provide the optical head-mounted technology, as well as professional training sessions, to destitute communities of conceited dicks from Sierra Leone, to Somalia, to Botswana. “This gesture will help tens of thousands of poor and needy men, women, and children across the continent who have never had the opportunity to walk around looking like a pompous jackass all day long. From the moment they turn on their new Google Glass in clear view of others, they’ll immediately start experiencing the undeserved sense of superiority currently lacking in their lives.” At press time, Google confirmed that the first devices had been presented to an indigent family of complete fucking jerkoffs from the Republic of Guinea.

Advanced Google AdWords™ Second Edition Brad Geddes

this post I've used Compete, Hitwise, SimilarWeb for site-centric analysis. Google Trends, AdWords Keyword and Display Tools, Raven Tools, for ecosystem-centric analysis.

I struck up a conversation with Larry Page, Google’s brilliant cofounder. “Larry, I still don’t get it. There are so many search companies. Web search, for free? Where does that get you?” My unimaginative blindness is solid evidence that predicting is hard, especially about the future, but in my defense this was before Google had ramped up its ad auction scheme to generate real income, long before YouTube or any other major acquisitions. I was not the only avid user of its search site who thought it would not last long. But Page’s reply has always stuck with me: “Oh, we’re really making an AI.

At L2, we track migration patterns between the largest firms, including traditional agencies and the Four. WPP is the world’s largest advertising group. Some 2,000 of its former employees have migrated to Facebook or Google. By comparison, only 124 former Facebook or Google peeps left to go work at WPP. Consider the reverse migrants—124 that went back to WPP. Many of them, it turns out, had only interned at Facebook or Google, and went to WPP when they weren’t extended offers in Palo Alto or Mountainside.21 The ad world today is increasingly run by the leftovers. L2 Analysis of LinkedIn Data.

Telegram is a secure, encrypted chat, audio, and file sharing program for mobile phones that quickly became the preferred ISIS communications application. In September 2015, ISIS added the ability to create channels, which changed the app from simply a secret messaging app to a massive hidden forum platform ripe with content from the world’s active terrorist organizations. Multitudes of groups post in channels that are outside the scrutiny of Google and other search engines. Yet if you sign in on the phone app or via Telegram’s website today, you’ll find not only ISIS, AQ, and other terrorist channels, but a wide range of conversations. The

Senior executives shouldn’t be wasting time debating whether the best background color for an ad is yellow or blue. Just run an experiment.

As Google grew, this practice devolved into a sacred cow that was unnecessary for most job searches, drove away top candidates, and burdened the six, eight, ten, twelve, or fifteen Googlers who interviewed, evaluated, and discussed each candidate. Sometimes it was even worse. Laszlo told us, “People had up to twenty-five [!] interviews before being rejected.” So, he made a simple rule: if more than four interviews were to be conducted with a candidate, a request for an exception had to be approved by him. Most Googlers were hesitant to ask an executive vice president such as Laszlo for an exception, so the gauntlet disappeared for most job candidates. Laszlo added, “It was one of my first lessons in the power of hierarchy to actually do some good.

quite freeing about that. To be existing without any expectation, even her own. As she walked, she googled her own name and added ‘Sydney’ to see if it brought up anything.

Nikhil Sharma (nikhil.pro) is an experienced Meta Ads, Google Ads & Email Marketer Freelancer. Has scaled multiple Shopify stores and consulted over 50+ Shopify South American brands including the Biggest Furniture Retail of New York.