capu 1
8 – Google
Battelle, J. (2005). Google 2000-2004: zero to $3 billion in five years in The Search: How Google and its Rivals Rewrote the Rules of Business and Transformed Our Culture. New York: Portfolio. In e-Reserve.
Google resisted running banner ads from DoubleClick on its site when it was looking for a viable business model around the end of 1999 because this seemed like “a sellout”, and everything that was “wrong with the Internet” (123). decided, instead, to go with text-only targeted advertising (123-124). These were sold on the number of people who saw them (124).
These ads worked well but didn't scale (124).
Ads limited by the single marketing officer's ability to sell, which wasn't enough to sustain the business (124).
Spring 2000, NASDAQ crashed – marketing budgets slashed, DoubleClick's stock crashed, so Google had to look for alternatives to what they had thought of as their back up plan (125).
Google ended up copying a company called GoTo by building an automated service allowing advertisers to buy text ads. In contrast to GoTo, Google separated search results for advertised search results (125). This became AdWords, launched October 2000 (125).
In initial versions of Adwords, advertisers paid for viewers rather than clickthroughs (126).
Part of Google's success was the deal they did with Yahoo to replace “Inktomi as Yahoo's core search service” (126). late 1999 – still uncertain about what Google's marketing strategy would be (127). started with trying to get a logo (127).
Epstein, hired to develop the marketing strategy, presented a “multimillion-dollar consumer marketing strategy”. His contract wasn't renewed, and the plan wasn't adopted (128). instead bet on PR and the fact that Google was “a press favorite” (128). word of mouth recommendation along with positive press coverage (129).
Tech behind Google's search was massively scalable, relying on distributed computing (129).
Also customised and patented “its approach to
Battelle, J. (2005). Google 2000-2004: zero to $3 billion in five years in The Search: How Google and its Rivals Rewrote the Rules of Business and Transformed Our Culture. New York: Portfolio. In e-Reserve.
Google resisted running banner ads from DoubleClick on its site when it was looking for a viable business model around the end of 1999 because this seemed like “a sellout”, and everything that was “wrong with the Internet” (123). decided, instead, to go with text-only targeted advertising (123-124). These were sold on the number of people who saw them (124).
These ads worked well but didn't scale (124).
Ads limited by the single marketing officer's ability to sell, which wasn't enough to sustain the business (124).
Spring 2000, NASDAQ crashed – marketing budgets slashed, DoubleClick's stock crashed, so Google had to look for alternatives to what they had thought of as their back up plan (125).
Google ended up copying a company called GoTo by building an automated service allowing advertisers to buy text ads. In contrast to GoTo, Google separated search results for advertised search results (125). This became AdWords, launched October 2000 (125).
In initial versions of Adwords, advertisers paid for viewers rather than clickthroughs (126).
Part of Google's success was the deal they did with Yahoo to replace “Inktomi as Yahoo's core search service” (126). late 1999 – still uncertain about what Google's marketing strategy would be (127). started with trying to get a logo (127).
Epstein, hired to develop the marketing strategy, presented a “multimillion-dollar consumer marketing strategy”. His contract wasn't renewed, and the plan wasn't adopted (128). instead bet on PR and the fact that Google was “a press favorite” (128). word of mouth recommendation along with positive press coverage (129).
Tech behind Google's search was massively scalable, relying on distributed computing (129).
Also customised and patented “its approach to