Google has been the most successful tech company in nearly a decade, and U.S. tech blog Businessinsider wrote an article Thursday analyzing the 13 tricks that founders Sergey? Businessinsider wrote an article on Thursday analyzing the 13 most successful moves made by founders Sergey Brin and Larry Page. Larry Page (Larry Page) to make Google a tech giant 13 tricks.
1. Not choosing partners based on first impressions
First impressions are often wrong. If Page and Brin had judged each other on first impressions, Google could never have been created.
In 1995, Brin was Page's guide during a tour of the campus for Stanford PhD students. The two bickered constantly throughout the event. Despite this, the two realized they were both working on the same research project. The paper the two ****ed together, "Dissecting Large Hypertext Web Search Engines," became the basis for the creation of Google.
2. The two didn't try to start a company
It wasn't about finding a company to start a career with, it was about finding a problem and solving it.
When Page was still at Stanford, he was very confused by web pages. Most pages had forward links, which was great, but there were no back links on every page, so Page reverse-engineered those back links. That project was BackRub, the prototype of Google.
Page and Brin had been working on this supernumerary project, but were in no hurry to turn it into a company. They were just trying to finish their PhD thesis, but the project grew very quickly. Eventually, it could receive 10,000 search requests a day, the pair's three credit cards were maxed out, and Page and Brin decided to start Google.
3. Use users for marketing
If you build a great product, users will be happy to talk about it.
Brin said in 2000 that Google actually looks up to its users for marketing. Much of Google's word-of-mouth is based on word-of-mouth from users. This has helped Google immensely. Beyond the creation of Google in 1998, it has allowed Google's monthly traffic to grow at a rate of 20%. word of mouth was Google's main form of publicity until 2009, when it launched its first TV ads.
4. A strong focus on research and development
Google tracks everything, and the best way to make decisions is to combine data and intuition.
In 2000, Google had 150 employees, but more than half were engineers and R&D staff. Brin said that Google invests heavily in R&D. Engineering and R&D are very closely linked, with developers doing research, which in turn influences developers.
Investing heavily in R&D allows Google to move into areas outside of the search industry, including LBS apps and driverless cars, among others.
5. Do no evil
With great power comes great responsibility.
Google controls a lot of information resources and strives to be socially responsible. In a 1999 interview, Page said that search engines play a very important role in people's' lives, determining what information they will go to see.
Google deals with all kinds of information. No matter what Google does, there will always be people who are unhappy, but Google has to make a decision or there will be endless debate. Some issues are clear. When issues are less clear and divisive, Google must break the ice. Google has always tried to be clear in its definition of doing the right thing, the ethical thing. Simply put, not being evil.
6. To be the best, money is not the only thing
It's hard to develop a great product just thinking about money. From the beginning, Brin and Page were determined to be the best at what they did, rather than thinking about making money.
In a 1999 interview, Brin said that he had not thought of Google as being on a par with AltaVista or Excite, that Google's goal was more aggressive, that it wanted to be on par with Yahoo, Amazon, or America Online, and that Google wanted to be at the top of the search market. Brin believes this goal can be reached soon. There is no need to set your sights low, you can outperform others by a large margin by doing the right things.
Page also said in an interview with Time magazine in 2006 that if all they thought about was money, then they could have sold the company a long time ago and gone to the beach to sunbathe.
7. Making Worrying Decisions
People freaked out when they learned that Google scans Gmail emails to make advertising more targeted. Now, targeted advertising is the preferred option, and Google has made hundreds of millions of dollars by scanning users' personal information.
Brin and Page have never been afraid to fight public scrutiny. When it came to email scanning, Brin said that people were very worried at first, but that it wasn't really necessary. Ads are only associated with what users are reading, Google doesn't keep users' emails or snoop on them, and no information is leaked. Google needs to protect email and user privacy. Once you have people's emails, you have to be very careful. That's what Google does. Anyone at Google who handles email should take that responsibility.
Right now, Gmail is considered the best email provider on the web.
8. The product is not ? sticky?
Many businesses try their best to keep their customers on their site, or to get them to use their products as much as possible but Google does the opposite. It wants users to be able to search quickly, find what they want, and then leave.
Page said Google is happy to send users to other sites. In fact, that is the key. The strategy of portals is to have all the information, their search engines do not even need to provide the best results, they provide portal results. Google has tried to avoid this.
9. Make Google part of people's lives
When people need something, they are very loyal to it.
Page said that Google has become as much a part of people's lives as a toothbrush.
10. Make Google confusing for outsiders
Google is known for quantifying everything.
Page also said their management style is ? improvise by feeling and taking chances? , but Schmidt told the Times that Google wants to feel like it's out of control and very chaotic. But in reality the company is very orderly, and that's Google's secret.
11. Unique company culture
It's not just medical and dental subsidies that make Google employees tick. Motorcycles, bikes and toys are everywhere at Google headquarters. Page said Google is always thinking about how to keep its culture and interesting side. Google spends a lot of time taking care of its offices. Google's office is more like a college campus.
12. Tell employees what's going on at the company
Especially in the first few years, Google grew very quickly. Brin and Page realized that this growth needed to be well watched. Employees also needed to be constantly enriched to increase their sense of belonging.
To combat this, Brin and Page started a program at Google called ? Thank God It's Friday? (TGIF) party. Page said that at the time, there were 50 people in the company, and the company threw a party every Friday afternoon, where everyone would learn what was happening at the company that week. But when Google reached 1,000 employees, it became difficult to have such parties, but employees still received weekly briefings on what was going on at the company.
13, stagnant growth, decisive change in command
In January, Google CEO Schmidt stepped down. Many people speculate that this is caused by Google's stagnant growth. TechCrunch, a technology blog, analyzed the situation and concluded that three people used to make decisions. Now in order to make quick decisions, only one person needs to make decisions, and that person is Page.