When
Larry Page and Sergey Brin founded Google Inc on Sept 7, 1998, they had
little more than their ingenuity, four computers and an investor's
$100,000 bet on their belief that an Internet search engine could
change the world.
It sounded preposterous 10 years ago, but now: Google draws upon a
gargantuan computer network, nearly 20,000 employees and a $150 billion
market value to redefine media, marketing and technology.
Perhaps Google's biggest test in the next decade will be finding a way
to pursue its seemingly boundless ambitions without triggering a
backlash that derails the company.
"You can't do some of the things that they are trying to do without
eventually facing some challenges from the government and your rivals,"
said Danny Sullivan, who has followed Google since its inception and is
now editor-in-chief of SearchEngineLand.
Google's expanding control over the flow of Internet traffic and advertising already is raising monopoly concerns. | Roadblocks on the way |
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The
intensifying regulatory and political scrutiny on Google's expansion
could present more roadblocks in the future. Even now, there's a chance
US antitrust regulators will challenge Google's plans to sell ads for
Yahoo Inc, a fading Internet star whose recent struggles have been
magnified by Google's success.
Privacy watchdogs also have
sharpened their attacks on Google's retention of potentially sensitive
information about the 650 million people who use its search engine and
other Internet services like YouTube, Maps and Gmail. If the harping
eventually inspires rules that restrict Google's data collection, it
could make its search engine less relevant and its ad network less
profitable.
To protect its interests, Google has hired lobbyists to bend the ears
of lawmakers and ramped up its public relations staff to sway opinion
as management gears up to conquer new frontiers.
"Google will keep pushing the envelope," predicted John Battelle, who
wrote a book about the company and now runs Federated Media, a conduit
for Internet publishers and advertisers. "It's one of the things that
seems to make them happy." | Branching out |
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In
the latest example of its relentless expansion, Google has just
released a Web browser Chrome, to make its search engine and other
online services even more accessible and appealing. Not every
peripheral step has gone smoothly, though; several of the company's
ancillary products have flopped or never lived up to the hype.
Extending Google's ubiquity to cell phones and other mobile devices sits at the top of management's agenda for the next decade.
But the lengthy to-do list also includes: making digital copies of the
entire world's books; establishing electronic file cabinets for
people's health records; leading the alternative energy charge away
from fossil fuels; selling computer programs to businesses over the
Internet; and tweaking its search engine so it can better understand
requests stated in plain language, just like a human would. | |
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"There
are people who think we are plenty full of ourselves right now, but
from inside at least, it doesn't look that way," said Craig
Silverstein, Google's technology director and the first employee hired
by Page and Brin. "I think what keeps us humble is realising how much
further we have to go."
Page and Brin, both 35 now and worth nearly $19 billion apiece,
declined to be interviewed for this story. But they have never left any
doubt they view Google as a force for good --a philosophy punctuated by
their corporate motto: "Don't Be Evil."
"If we had a light saber, we would be Luke (Skywalker)," Silverstein said.
A "Star Wars" analogy can just as easily be used to depict Google as an
imposing empire. It holds commanding leads in both the Internet search
and advertising markets. The company processes nearly two-thirds of the world's online search
requests, according to the research firm comScore Inc, and sells about
three-fourths of the ads tied to search requests, according to another
firm, eMarketer Inc.
The dominance has enabled Google to rake in $48 billion from Internet
ads since 2001. Google hasn't hoarded all of that money: the company
has paid $15 billion in commissions to the Web sites that run its ads
during the same period, helping to support major online destinations
like AOL, Ask.com and MySpace as well as an array of bloggers.
"Google is the oxygen in this ecosystem," Battelle said. he company hopes to inhale even more Internet advertising from the
biggest deal in its short history--a $3.2 billion acquisition of online
marketing service DoubleClick Inc that was completed six months ago.
Google also is trying to mine more money from its second-largest
acquisition, YouTube, the Internet's leading video channel. YouTube is
expected to generate about $200 million in revenue this year, an amount
that analysts believe barely scratches the video site's moneymaking
potential.
Eventually, Google Chairman Eric Schmidt wants the entire company to
generate $100 billion in annual revenue, which would make it roughly as
big as the two largest information-technology companies
--Hewlett-Packard Co and IBM Corp-- each are now. This year, Google
will surpass the $20 billion threshold for the first time.
Schmidt, 53, who became Google's CEO in 2001, seems determined to stick
around to reach his goal. He, Brin and Page have made an informal pact
to remain the company's brain trust through 2024, at least.
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But
some rivals are determined to thwart Google. TV and movie conglomerate
Viacom Inc is suing Google for $1 billion for alleged copyright
infringement at YouTube, while Microsoft signaled how desperately it
wants to topple Google by offering to buy Yahoo for $47.5 billion this
year.
Microsoft withdrew the takeover bid in a dispute over Yahoo's value,
but some analysts still think those two companies may get together if
they fall farther behind Google.
The notion that Microsoft-- the richest technology company --would
spend so much time worrying about Google seemed inconceivable in
September 1998, when Page and Brin decided to convert their research
project in Stanford University's computer science graduate program into
a formal company.
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Page,
a University of Michigan graduate, and Brin, a University of Maryland
alum, began working on a search engine-- originally called BackRub --in
1996 because they believed a lot of important content wasn't being
found on the Web. At the time, the companies behind the Internet's
major search engines--Yahoo, AltaVista and Excite-- were increasingly
focused on building multifaceted Web sites.
Internet search was considered such a low priority at the time that
Page and Brin couldn't even find anyone willing to pay a couple of
million dollars to buy their technology. Instead, they got a $100,000
investment from one of Sun Microsystems Inc's co-founders, Andy
Bechtolsheim, and filed incorporation papers so they could cash a check
made out to Google Inc.
In a nod to their geeky roots as children of computer science and math
professors, Page and Brin had derived the name from the mathematical
term "googol"-- a 1 followed by 100 zeros.
Later they would raise a total of about $26 million from family,
friends and venture capitalists to help fund the company and pay for
now-famous employee perks like free meals and snacks. Even
after Google became an official company in 1998, the business continued
to operate out of the founders' Stanford dorm rooms.
Like
Google's stripped-down home page, the company itself had a bare-bones
aesthetic. Page's room was converted into a "server farm" for the three
computers that ran the search engine, which then processed about 10,000
requests per day compared with about 1.5 billion per day now.
The headquarters were in Brin's room in a neighboring dorm hall, where
the founders and Silverstein wrestled for control of another computer
to bang out programming code.
Within a few weeks after incorporating, Google moved into the garage of
a Menlo Park, Calif, home owned by Susan Wojcicki, who became a Google
executive and is now Brin's sister-in-law (Google bought the house in
2006). Even back in 1998, there was some free food --usually bags of
M&Ms and Silverstein's homemade bread.
Jumping back to today: The company occupies a 1.5 million-square-foot
headquarters called the "Googleplex" --as well as two dozen other US
offices and hubs in more than 30 other countries. And its search
engine--believed to index at least 40 billion Web pages -- now runs on
hundreds of thousands of computers kept in massive data centers around
the world.
The growth dumbfounds Silverstein, whose only goal when he started was
to help make Google successful enough to employ 80 people.
"It's natural when a company gets big that some people become fearful
of that," Silverstein said. "All we can do is to be as upfront and
straightforward as possible. We are not trying to be malicious or have
some sneaky plan to put you in our thrall. There are some people who
will never believe that."
Courtesy: AP |
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