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.

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.

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.

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.

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.

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

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.

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

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

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.

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

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.

You work at Alibaba, so you’re using your AI to better understand consumer behavior. Like what a consumer is looking for, what are they buying—if they buy x, then they are more likely to also buy y and z, so you can build a microtargeted ad to get a product in front of them. Right?” Hank inquired. Dan nodded. “Yes. We learned a lot of this from how Amazon built their system. For instance, when Google AdSense first came out, Amazon was the largest consumer of keyword marketing. Eventually, once Amazon had built a large enough platform, they were able to start doing that themselves. At Alibaba, we replicated that system. I suppose the only real difference between our two companies is we have access to a much larger demographic of users and consumers given China’s population.” Hank explained, “The Met want my help in creating a predictive behavior analysis program. They want me to build a program that will allow them to identify people who may be about to commit a crime. This way they can move officers to intercede or be there when it happens. One, I’m not sure it’s totally possible to create something like that, and two, I’m not sure we want to create a society where we have AIs anticipating our actions before we take them.

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.

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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.

Your job is to identify three to five products that your ideal person might buy. You don’t need to worry about how to make it or how you will sell it—we’ll fix that later. Just brainstorm what your person already buys and potential things he or she might like to buy. People who do yoga buy mats, towels, and blocks. That’s three products. What else might they buy? Clothes, travel cases, or yoga pillows? Do people who do yoga buy other things, too? Like tea, meditation cushions, or essential oil? And do people who do yoga have different shopping habits than others? Do they buy organic, or avoid synthetic skin creams? Write it all down. You don’t need to worry about how you’re going to do anything just yet—just know that the internet has opened up opportunities for anyone who wants to create something from scratch. Anybody can do a Kickstarter campaign. Anybody can sell on Amazon. Any website can rank in Google. Anyone can run an ad on Facebook. Anyone can post on Instagram and connect with any influencer. Your job is to find out where your customers are, and drop your bait into that pond.

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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.

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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. ==========

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Similarly, you might have heard of a unique group of Internet entrepreneurs called “AdSense” millionaires. Google Adsense is an advertiser network that online content publishers leverage to earn income from their websites’ traffic. There are affiliates, bloggers, and publishers who earn good money from using Google’s AdSense program. Some content providers and bloggers earn six figures monthly. Arguably, this is big money, yet Google (the driver) makes the legendary money. No

have not failed. I’ve just found 10,000 ways that won’t work.

Everything you do inside an AdWords account is a little science experiment.

Google was a company that’d made more money off advertisements than any other company in the history of the world, but it had been founded by people who were embarrassed by a business model dependent upon advertising lawn chairs, car insurance, and Viagra. To deflect the embarrassment, the company cloaked itself in an aura of innovation and some old bullshit about the expansion of human knowledge. Google maintained this façade by providing web and mobile services to the masses. The most beloved of these services was the near daily alteration of the company’s logo as it appeared on the company’s website. Almost every day, the Google logo transformed into cutesy, diminutive cartoons of people who’d done something with their lives other than sell advertisements. These cartoons were called Google Doodles. They encompassed the whole spectrum of achievement, with a special focus on scientific achievement and the lives of minorities. In its own way, this was a perfect distillation of politics in the San Francisco Bay Area. Whenever they appeared, the Google Doodles were beloved and celebrated in meaningless little articles on meaningless little websites. They were not met with the obvious emotion, which would be total fucking outrage at a massive multinational corporation co-opting a wide range of human experience into an advertisement for that very same corporation. Here was the perversity of Twenty-First-Century AD life: Native-American women had a statistically better chance of being caricatured in a Google Doodle than they did of being hired into a leadership position at Google. And no one cared. People were delighted! They were being honored! By a corporation!

Landing an internship at Google or Facebook your first time trying is nearly impossible.

Google runs the world, Facebook runs the life, Apple provides the best tools for people to use these things. And Twitter begins revolutions, sparks real change.

Google tracks their users even though their motto is ‘Don’t be evil.’

Companies like Google, Facebook, and Apple only hire the best.

It is the largest and most popular advertising platform on the web and has become the number one search engine in terms of search traffic and advertising revenue, according to Google. Geotargeting allows companies to qualify clicks by location and helps them show up in search. Google Ads is cost effective because you only pay when someone clicks on your ad. You must use the same keywords that you use to promote your ads so that Google can tell you if the ad is relevant to the user's search.

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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.

Across both parties, a total of seven attorneys, their support staff, and seven expert witnesses worked on my lawsuit. Over the course of two years, litigation involved well over ten people being deposed, multiple subpoenas, and several rounds of written interrogatories. This all added up to Google likely spending millions of dollars in fighting me, which was a drop in the bucket for the company, but significant nonetheless. Perhaps if the powers that be instituted mandatory annual reporting of dollars spent by corporations on discrimination and harassment lawsuits, people might take more notice, pushing more companies to take workplace misconduct seriously.

A TikTok clone app script is a pre-built software solution that allows you to create a short-form video sharing app that is similar to TikTok in terms of features and functionality. TikTok clone scripts are typically much less expensive than developing a custom app from scratch, and they can be deployed quickly, allowing you to launch your video sharing app in a short amount of time. TikTok clone scripts are highly customizable, allowing you to tailor the platform to your specific needs. For example, you can change the branding of the app, add or remove features, and integrate your own monetization strategies. Here are some of the key features that you should look for in a TikTok clone app script: • Video recording and editing: The script should allow users to record and edit short-form videos. Editing features should include trimming, cropping, adding music and effects, and more. • Social features: The script should include social features such as following other users, liking and commenting on videos, and creating and participating in challenges. • Content moderation: The script should have robust content moderation systems in place to prevent the spread of harmful or offensive content. • Monetization options: The script should support a variety of monetization options, such as in-app advertising, subscription fees, and virtual goods. Once you have chosen a TikTok clone app script, you will need to work with a development team to customize the script and deploy your app. The development team will also help you to set up your monetization strategies and launch your app on the App Store and Google Play.

Tips on Web Design and Site Marketing Web content is king, which is why we have devoted an entire chapter to it later in this book. It is what draws visitors and ultimately what converts them to customers. So, try to make your web content as engaging as possible. Make sure the content is interactive, unique and educational. Ensure that visitors have the option of plugins while encouraging them to visit as many pages on your site as possible if they want to obtain vital information. The images you use on your website should be both enticing and descriptive in nature. In today’s world, social media is all pervasive. In order to encourage visitors to share your web content, you can include icons of social media platforms on your website. In some select cases, consider integrating social media feeds, like Facebook or Instagram, onto your website so that they can automatically show the latest postings. A "Call-to-Action" can help convert visitors to your site into customers. Always try using a very clear and concise "Call-to-Action" language. Understand what type of conversion you are looking for, and try to provide multiple levels of conversion. For example, a plastic surgeon may provide Schedule an Appointment as a call to action, which will attract only the segment of web visitors who have reached their decision stage. By adding conversion points for visitors who are at earlier stages of their decision making, like signing up for a webcast or your newsletter can help you widen your conversion points and provide inputs to your email marketing. To raise the average amount of time a visitor spends on your website and to minimize the bounce rate, ensure that your website offers a user-friendly and attractive design. This way you will increase the number of links you have on your website and boost its SEO ranking (Tip: While Google’s algorithm is not public, our iterative testing shows that sites with good usability analytics metrics like time on site and bounce rate play favorably in Google’s algorithm, other things remaining constant). Ensure you observe due diligence when designing a website that will enable visitors to navigate in different languages. For example, you may need a lot more space for your menu, as there are languages that use up more space than the English language.

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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Anywhere you find the combination of great need and ignorance, you’ll likely see predatory ads. Why, specifically, were they targeting these folks? Vulnerability is worth gold. “The customers’ ignorance, of course, is a crucial piece of the puzzle. Once the ignorance is established, the key for the recruiter, just as for the snake-oil merchant, is to locate the most vulnerable people and then use their private information against them. This involves finding where they suffer the most, which is known as the “pain point.” It might be low self-esteem, the stress of raising kids in a neighborhood of warring gangs, or perhaps a drug addiction. Many people unwittingly disclose their pain points when they look for answers on Google or, later, when they fill out college questionnaires.

Anywhere you find the combination of great need and ignorance, you’ll likely see predatory ads. Why, specifically, were they targeting these folks? Vulnerability is worth gold. The customers’ ignorance, of course, is a crucial piece of the puzzle. Once the ignorance is established, the key for the recruiter, just as for the snake-oil merchant, is to locate the most vulnerable people and then use their private information against them. This involves finding where they suffer the most, which is known as the “pain point.” It might be low self-esteem, the stress of raising kids in a neighborhood of warring gangs, or perhaps a drug addiction. Many people unwittingly disclose their pain points when they look for answers on Google or, later, when they fill out college questionnaires.

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.

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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.

There’s a reason why the term used for viral growth is to “land and expand”—to build new networks as well as increasing the density of existing networks. By “landing,” viral growth can start new atomic networks, as a Dropbox invite from an ad agency to their client brings a new company into the collaboration network. Or, when a WhatsApp group chat invite brings onboard a new set of friends who hadn’t previously used the service. But then the product “expands”—increasing the density of a network as all the coworkers in an office ultimately join Dropbox. It’s for this reason that networks built through viral growth are healthier and more engaged than those that are launched in the typical “Big Bang” fashion, as Google+ did years back. Big Bang Launches can be great at landing, but often fail at expanding—and as we discussed, many networks with low density and low engagement will fail. The result of increasing density and engagement isn’t just easier new user acquisition, but also stronger Engagement and Economic network effects. That’s because these network effects are ultimately derived by the density and size of the network, and as more users join, they naturally become stronger.

2012 ad-supported services such as Spotify paid artists $0.0048 per track. One hundred thousand people listen to your track, and you make less than $500.

When Wimdu launched, the Samwers reached out to Airbnb to discuss combining forces, as they had done with Groupon and eBay to facilitate a speedy exit. Discussions ensued between Airbnb and Wimdu cofounders and investors—meeting multiple times, touring the Wimdu offices, and checking with other founders like Andrew Mason from Groupon to best understand the potential outcome. In the end, Airbnb chose to fight. Brian Chesky described his thought process: My view was, my biggest punishment, my biggest revenge on you is, I’m gonna make you run this company long term. So you had the baby, now you gotta raise the child. And you’re stuck with it for 18 years. Because I knew he wanted to sell the company. I knew he could move faster than me for a year, but he wasn’t gonna keep doing it. And so that was our strategy. And we built the company long term. And the ultimate way we won is, we had a better community. He couldn’t understand community. And I think we had a better product.82 To do this, the company would mobilize their product teams to rapidly improve their support for international regions. Jonathan Golden, the first product manager at Airbnb, described their efforts: Early on, Airbnb’s listing experience was basic. You filled out forms, uploaded 1 photo—usually not professional—and editing the listing after the fact was hard. The mobile app in the early days was lightweight, where you could only browse but not book. There were a lot of markets in those days with just 1 or 2 listings. Booking only supported US dollars, so it catered towards American travelers only, and for hosts, they could get money out via a bank transfer to an American bank via ACH, or PayPal. We needed to get from this skeleton of a product into something that could work internationally if we wanted to fend off Wimdu. We internationalized the product, translating it into all the major languages. We went from supporting 1 currency to adding 32. We bought all the local domains, like airbnb.co.uk for the UK website and airbnb.es for Spain. It was important to move quickly to close off the opportunity in Europe.83 Alongside the product, the fastest way to fight on Wimdu’s turf was to quickly scale up paid marketing in Europe using Facebook, Google, and other channels to augment the company’s organic channels, built over years. Most important, Airbnb finally pulled the trigger on putting boots on the ground—hiring Martin Reiter, the company’s first head of international, and also partnering with Springstar, a German incubator and peer of Rocket Internet’s, to accelerate their international expansion.

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.

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.

The twenty-first-century shift into real-time analytics has only made the danger of metrics more intense. Avinash Kaushik, digital marketing evangelist at Google, warns that trying to get website users to see as many ads as possible naturally devolves into trying to cram sites with ads: “When you are paid on a [cost per thousand impressions] basis the incentive is to figure out how to show the most possible ads on every page [and] ensure the visitor sees the most possible pages on the site.… That incentive removes a focus from the important entity, your customer, and places it on the secondary entity, your advertiser.” The website might gain a little more money in the short term, but ad-crammed articles, slow-loading multi-page slide shows, and sensationalist clickbait headlines will drive away readers in the long run. Kaushik’s conclusion: “Friends don’t let friends measure Page Views. Ever.

solving?

80 percent of success is showing up”? The phrase takes on a whole new meaning in the 21st century. If your restaurant just shows up on Google and its search partners when people type in the right phrase, a starving crowd will bust your doors down. They’ll fill every table and flood the kitchen with orders. If they like the daily special and the desserts, they’ll come back and eat again and again. There’s a feast going on—if you show up.

Where to post your ad online is different depending on your typical customers and employees. My avatar spends time hanging out on Instagram, TikTok, YouTube, and Snapchat. Being in those places gives me the best chance of getting exposed to as many people as possible who might be a good fit. My customers, on the other hand, are fifty- and sixty-something-year-old homeowners. They hang out in different places online, like Facebook, Nextdoor, Instagram, and Google.

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.

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.

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

When ads become part of the information-gathering process, they cease to be ads. At this point in time, they are pieces of information that consumers are seeking. Wouldn’t you like your ads to be sought after, not ignored?

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.

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

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

Unfortunately, my stupid bathroom sink pipes aren’t going to be added to that list of accomplishments anytime soon. I don’t know if the slip nuts (thank you, Google Images) had been screwed on by the Incredible Hulk or fused in place by the lesser-known supervillain Rust Man. Either way, those suckers aren’t budging for a mortal female with minimal experience handling a pipe wrench.

Ad-based growth teams should be optimizing pricing in a similarly fluid way. The largest advertising platforms, such as Google and Facebook, use an auction model to set the value of their ad inventory, which essentially means that when advertisers want to place an ad they set a bid price for what they’re willing to pay, then the site gives the ad space to the highest bidder (this is a dramatic oversimplification; the auction processes are dauntingly complex). When that bidder’s budget is exhausted, often by hitting a daily cap or other restriction, the next highest bidder is given the inventory, and so on, until all available inventory is used. These companies also use elements such as ad quality and customer response to factor into which

Since then, most of Google’s successful products have been based on strong technical insights, while most of the less successful ones lacked them. AdWords, the Google ads engine that generates most of the company’s revenue, was based on the insight that ads could be ranked and placed on a page based on their value as information to users, rather than just by who was willing to pay more.63 Google News, the site that aggregates news headlines from thousands of media outlets, was based on the insight that we could algorithmically group stories by topic, not source. Chrome, Google’s open-source browser, was founded on the insight that as websites grew more complex and powerful, browsers needed to be reengineered for speed. Pick an innovative, successful Google product, and you are likely to find at least one significant technical insight behind it, the sort of idea that could have appeared in a technical journal.

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.

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.

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.

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)?

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.

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.

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 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.

Michael Bloomberg never fell for it—giving information away. He mixed other people’s information with proprietary data, added a layer of intelligence and—here’s the trick—made it scarce. It was expensive and had its own vertical distribution (storefronts) in the form of Bloomberg terminals. If you want breaking business news that might impact the price of a stock in your portfolio, you sign up with Bloomberg, get a terminal installed in your office, and soon the screen is rolling with an endless flow of news and financial 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

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.

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.

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.

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.

Building a Better Battery Boyoun Kim By BRIAN X. CHEN and NICK BILTON SAN FRANCISCO — The next breakthrough smartphone, or maybe the one after that, might not have a traditional battery as its sole source of power. Instead, it could pull energy from the air or power itself through television, cellular or Wi-Fi signals. Engineers at Apple even tried for many years to build a smarter battery by adding solar charging to iPhones and iPods, a former Apple executive said. And they have continued to experiment with solar charging, two people who work at the company said. Batteries, long the poor cousin to computer chips in research-obsessed Silicon Valley, are now the rage. As tech companies push their businesses into making wearable devices like fitness bands, eyeglasses and smart watches, the limitations of battery technology have become the biggest obstacle to sales and greater profits. Consumers are unlikely to embrace a wristwatch computer like the one being worked on by Apple, or Google’s smart glasses, if they work only a few hours between charges and must be removed to be plugged in.

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!

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

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

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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.

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.