Engineer Entrepreneur ( First Stage of Project)

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* Google

Link of Timeline of company created in tiki toki :

http://www.tiki-toki.com/timeline/entry/452610/Google-corporate/

DID YOU KNOW ABOUT THE HISTORY OF GOOGLE ?

Google's enormous capacity to produce quick and accurate answers to hundreds of millions of daily searches has changed our way of finding information and keep abreast of the news. It is essential and integral part of our daily lives. Millions of people who use it daily in over a hundred languages, and have come to regard as a synonym for the Internet. Finding googling any information is performed in a computer or a mobile phone. Men, women and children have come to depend on both Google who cannot imagine life without him.

This is an unprecedented achievement, especially bearing in mind that we talk about a new company that does not spend money on advertisements or endorse their brand name. Google's growth has been based entirely on word of mouth, to the extent that some satisfied with the service users were told their friends, while others were finding online or through the media. In an environment like this, chaired by uncertainty, Google provides reliable and free to anyone who seeks information. Their use is a desirable form of instant gratification of mind.

The vast majority of users searching Google know how this was created, what makes it so valuable and profitable, why it has imposed on economically better off and where competitors will be guided in the future. Aware of this gap, the authors David A. Vise and Mark Malseed have been proposed in this book reveal some of the most important keys to success in the main search engine Network.

Throughout the chapters relate how the search engine became a machine to make money; why is a company that needs no marketing; how has made permanent innovation its core machinery; what distinguishes its internal structure and way of working employees of other companies, among many other secrets of this legendary company.

In the mid-nineties, the Network was a virtual wild west: it was deregulated, uninhibited and unstructured. Millions of people plying her and began to communicate via email, but the abundance and daily increase in websites enormously difficult search for specific information. Early attempts to help computer users find information on the Internet, as WebCrawler, Lycos, Magellan, Infoseek and others, suffered from multiple imperfections.

In January 1996, two student friends of Stanford University, Larry Page and Sergey Brin, teamed to download and analyze the links of the network that, according to them, were the key to a more precise search. His theory was as follows: count the number of links leading to a website was a way to assess its popularity. Furthermore, not all links are equal by nature, but some were more important than others. Therefore, it was necessary to give more weight to links from relevant sites or those that referred to more links. Playing with your name and Documents Red who was studying at the time, Page began calling "PageRank" his classification system links.

This system will soon become the prototype of an all-encompassing search engine called "BackRub", for internal use by Stanford. Would be based on the conventional technology of search engines over the PageRank; It was a way to search the Internet that provided results ranked by relevance. While other search engines search words connected with words of websites, "BackRub" placed the search results in a logical order for computer users. For the first time created a way to search and find results quickly on the Internet.

In autumn 1997, Brian and Page decided that the search engine needed another name. In a jam session and after several attempts to find an original name, office mate Larry Page, Sean Anderson, suggested to it the term Googolplex (in mathematics refers to an unimaginably large number), since the idea was create a company to seek, indicate and allow people to organize vast amounts of data. A Page liked the suggestion, abbreviated to Google (Anderson had written incorrectly) and registered the same day.

In 1997, the search engine was already available to students, teachers and administrators at the University of Stanford. The Office of Technology Licensing Stanford granted the patent. And teachers and students of this university began to use it to find information online.

For its part, given that he had no funds to pay a designer and artistic talent to create something elegant, Brin developed a simple Google home page. The clean, uncluttered appearance attracted finder from the beginning to the Internet for information. In such a variegated world, its primary colors on white background evoked purity, universal appeal. This was in stark contrast to the increasing number of Internet pages packed with animations, metallic colors, sounds and lights. Google at all had the feeling he wanted to sell something, so the public was more willing to accept it as their own.

In early 1999, the company Google has moved to new offices in downtown Palo Alto, Silicon Valley, California. Their search engine was already very popular at Stanford and those associated with the university, and received 100,000 visits per day. The growth was based entirely on word of mouth and emails.

Page and Brin had set some high goals, despite initial rejection of potential partners and investors, and their enthusiasm continued to grow as did the number of its users. Google was still in a trial period when PC Magazine included him in the list of the top 100 web and search engines 1998 pages.

The two founders friends charged even greater boost from the coincidence of certain factors. The best known search engine market at the time, as AltaVista, Excite and Lycos, were moving away from the objective of investing in the best search technology, either because they had been absorbed by larger companies, either because they were devoting gains they generated advertising companies new technologies just emerging public. The consequent deterioration in the quality of searches prompted users to seek alternatives, and in the process became more and more people came to Google.

The prevailing view was then that the general web pages would be preferred entrance door to the Internet, but Page and Brin were not convinced. When trying to be all things to all people, these portals ran for not responding to any particular need to distinguish one place from another, at a time when the Internet was evolving towards personalization. By contrast, the two founders felt strongly that the Internet search was the problem most important long term they could solve and that doing so would reap tens of thousands of new users.

They had spent most of the money raised in more hardware, and most of the time in scouting and improving the software, in order to ensure accuracy, speed and reliability of each search. They had one goal in mind: to get to achieve dominance in the search field at the right time when other companies were abandoning that path. Both were firm in their belief that the search would be essential to navigate a rapidly expanding web.

Google expanded eight workers only move to new offices in Palo Alto, and fought to keep up with increasing number of daily searches. His unique computer system, consisting of a supercomputer built with cheap computers adapt and custom software, had given the need to manage a growing search requests and downloads of the Red amount power.

In late 1999, Google recorded an average of 7 million daily searches, but their income from patent were still scarce. While Page and Brin were not concerned about getting rich, neither company wanted their stay halfway. If Google was not able to finance itself, could not meet its objective of free and easily accessible to users all the world's information. In that sense, and instead focus on patent grant its search technology to companies, Page and Brin decided to concentrate on getting performance by allowing advertisers to directly reach their growing legion of faithful users. Google continue to offer a free search results, just like giving free television shows and news, and seek to make money selling to businesses discreet and related advertising results pages.

The business strategy was simple: keep producing free search results and benefit from selling ads. The key was to make clear that the ads do not condicionaban the search results. Page and Brin came to the conviction that Google could achieve the same distinction that is given in the newspapers between news and advertising. Since they did not like at all fill the clean interface that was his business card from scratch, no ads stopped finder home page and set strict rules on the size and type of ads you would on the other. They decided to draw a line in the results page to separate the free search results advertisements, which they called "sponsored links". Thus, one could say that the results of the searches were mixed with ads, even if they receive more clicks under the heading "sponsored links" that if they simply call "advertising".

At first, Google fixed the prices the way of traditional media companies, based on the audience. After consulting with experts and testing with different screens, they decided to put ads on a clearly defined above the free search results box. They did not want hindrances to the user, so no flashy ads or any other kind of graphics to interfere with a Google search were allowed. The ads would be brief and identical in appearance: a header, a link and a brief description haiku style.

They started selling them one by one, especially large companies that could afford expensive advertising campaigns. Thanks to its proprietary technology, soon however, and passed to a model which provided that advertisers register themselves online. This reduced costs, allowed to incorporate medium enterprises and put to Google ahead of similar services, which happened some time since advertisers remitted the announcement until this appeared.

Another great idea of the founders of the company with regard to advertising was classified advertisements in order of importance, as they did with the free search results. Instead of just putting ads based on the price paid by the seller, Google's classified according to a formula that took into account both the price paid, as the frequency of the user clicks on the ad. The most popular ads appear above and below them, the less popular in descending order. This implied trust users the ad classification and be its pull, rather than pressure from employers, which determine where to appear.

Larry Page and Sergey Brin were perfectly prepared to make a qualitative leap when the bubble burst of Internet stocks in 2000, prompting layoffs and bankruptcies throughout Silicon Valley, except Google. This, despite being a newly founded company, was at its best. Its founders were at the top of one of the few companies that still hiring staff amid a crisis that had swept away many technology companies listed. As unlisted and immune to the influence of Wall Street firm, Google currently had access to the best mathematicians and software engineers who suddenly were without work or with a bunch of worthless shares. This contribution of talent represented a unique opportunity to give Google a huge intellectual, impossible to achieve under normal market conditions potential. Google moved to larger quarters in Mountain View, while many of its competitors went through serious financial trouble and had no hope of recovery.

The playful atmosphere inside the company openly contrasted with the instability abroad: sticking by its relaxed character, teamwork of their programmers, these assistants eating jellybeans and users satisfied and pleased with the simplicity, speed and accuracy of search results. Brin and Page had spent funds wisely while building the infrastructure of the company, but spared no expense in creating the right culture within Googleplex (the name of the new headquarters in Mountain View), cultivating a strong loyalty and satisfaction towards work among members of your organization. The hallmarks of this culture (colorful balls, lava lamps and varied toys scattered everywhere) gave the company the appeal of a lively campus.

GOOGLEPLEX IN GOOGLE MAPS

The eighty-five employees working for the CEO of Google, Larry Page, and its president, Sergey Brin, were long hours, but received a warm welcome. Ate free and like family and were offered healthy juices and snacks galore. The members of the company also enjoyed a range of services including laundry, hairdresser, doctor and dentist or car wash, in the future would be extended to kindergartens, gymnasiums with personal trainers and masseurs, all of which would virtually unnecessary to leave the workplace. They were also offered the opportunity to play beach volleyball, soccer, hockey, do racing scooters, etc. All this with the idea of making them funny work and generate a creative and relaxed environment where Google employees, mostly young and without a partner, they liked to spend the day.

Behind all these as unconventional elements had a solid business strategy. The search engine Google was a great product, a source of revenue through advertising and strong brand name that combined excellence with a sense of integrity and entertainment. In addition, the company had the equipment and technology to grow rapidly on all fronts, from infrastructure to selling through increased staffing announcements, and go offering new products.

While Google unfolded wings, one of its major competitors, Microsoft, they are being cut down. In June 2000, Bill Gates company had lost a major trial at the federal level: the judgment of a judge in Washington had ruled that the inclusion of Internet Explorer in the Windows operating system violated antitrust law. Many people in the software industry, which had come to despise Bill Gates and his company Microsoft, enjoyed watching receiving their just punishment.

Development of events like this, Google came out once again benefited. The engineers who once longed to work for Microsoft even considered him the dark side of the software did not want to play fair. Instead, Google was presented as a new company haloed with the slogan "Do not be evil" and a pair of young founders with a reputation for good guys. Its clean interface to make people feel comfortable with the product, which always seemed to work well, very different from the frequent reboots and messages as usual "grave error" among users of Windows. In addition, Google had an idealistic mission: to make accessible, useful and free all the world's information. This sharp contrast helped the seeker to recruit, even if Microsoft, hit by adverse publicity, refrained from entering some new markets.

Still ahead in innovation Googleplex. One company engineers devised a way for users to locate a phone number on Google by typing in the search box simply the name and zip code of the subscriber concerned. Another found a way to detect typing errors. If someone mistakenly typed a term in the search box, Google automatically answered: "Did you mean xxx". This was a big step forward, not only to guess what the user had typed, but what they wanted to type. Google also launched another service that would eventually revolutionize the use of Internet, Image Search, with millions of photos and graphics available with a click of the mouse. It was enough that the user I typed a name or description in the Image Search with Google to instantly appear the images. Image Search was a worldwide success for its many applications and a demonstration that the model of Google searches had great potential for expansion.

When the annual report, was that the business strategy of Brin and Page was correct. His was a company with only three years of life was in much better position than many of its genre. Have focused on innovation and cultivate an appropriate corporate culture to a wide range of products and areas of potential business expansion had resulted. The number of users grew exponentially. And the ads had begun to generate money, even though they had not yet gotten started.

Larry and Sergey had postponed the maximum output Google IPO, but it was dumping on the deadline of the end of April 2004. The advantages of remaining a company not listed on the market were huge and did not like anything you lose. In addition, rivals Microsoft and Yahoo! were to realize how profitable it had become Google and find out many details of the extent of their operations. However, US federal law required public disclosure of the financial results of companies with a certain amount of assets and shareholders, and Google had exceeded those limits.

The IPO was the highest aspiration of most entrepreneurs in Silicon Valley, the chance to receive praise and measure the value American style: in dollars. Brin and Page, however, were different: they loved the privacy and freedom, and had enjoyed while analysts and competitors underestimated the ability of the company. Since Google had not contracted debts, but is self-financed and had plenty of money available, need not publicly sell shares to raise money. The only advantage I saw him at the IPO was that they would seek more resources to grow and to implement his idea of Google.

In the annals of Wall Street did not include any company that had managed to make an IPO of billions of dollars, as Larry and Sergey wanted, but that did not worry them. Accustomed to dream and do things that nobody dared, were determined to open a new route with its IPO.

From the point of view of Wall Street, it was rarely a company like Google, powerful, presumptuous and sufficiently known to attempt to impose their own rules to go public. It was more common to perform this operation, companies need guidance, support, advice and a method and contrasted to make investors hear them. For these types of relationships and services companies were willing to pay fees as they had told the Wall Street advisors should leave the money raised in the IPO, rather than the coffers of the company.

However, in the statement of financial offer from CMV, Google had designed a totally different method of public distribution of shares, which seemed more egalitarian in the sense that anyone could participate, which would reverse the trend of Wall Street to the depreciation. The procedure consisted of a high-tech version of "Dutch auction", named for the way in which the selling prices of tulips from Holland are fixed.

Just as Google ads sold from a permanent auto auction, and priced to sell their shares after he received online bids from potential investors. Anyone who run parallel at a price equal to or higher than set by the company would receive shares. Those who made below, no. The process of buying shares was the same for both large and for small investors. Without favoritism, without distribution of shares to friends and family, without agreement in the shade. The auction could participate even novice with little money to invest and generally ignored by Wall Street, provided they bought at least five shares.

Larry and Sergey refused to appoint chairman of the board of directors during the IPO process to vacate the position. Something unusual by the standards of Wall Street, but it was another mechanism to Brin and Page wanted to retain control over the company. The CEO, Eric Schmidt, would serve as chairman of the executive committee of the board, with powers to represent the organization in ceremonial and legal fields arising when dealing with a company that would trade on the exchange. Brin and Page continue as co-chairs and majority shareholders. And both, near Schmidt, Google would direct together.

The co-chairs of Google wanted to show that his company had personality, which was a company and a different workplace. So while most companies presented their documentation for the IPO with a nondescript financial and legal information, they wanted to draw attention to an unusual letter on company culture and worldview.

In that letter, Brin and Page insisted that seek to do as a company listed the same things that Google had done so successfully before. They titled the letter "owns shares of Google's Manual". In it they explained their project that Google launched two classes of shares: Class A shares to "external" investors (at the rate of one vote per share) and class B shares to them (with ten votes per share) thus maintained absolute control. This dual structure would make it impossible for anyone to acquire the company without their approval, would deter public investors of any levity to influence the management and they would help them manage the company without interference.

The remarkable financial results of Google, brought to light in the documentation for its IPO, astounded analysts, competitors and investors. The fast search engine tended to generate profits. In the first half of 2004, sales of the company amounted to 1.400 billion, with profits of $ 143 million; in the same period last year, sales had amounted to $ 560 million and profits of 58 million. If the financial results disclosed by the company had not been so extraordinary, the words of Brin and Page have also not had the same value. But in a world where people listen more to the rich and powerful that the poor and weak financial results reinforced the arguments of the founders of Google. The company had waited until the last minute to come forward and, at that time, had built a machine to make money that made headlines around the world and opened the appetite of investors.

When finally, on August 19, 2004, Google launched its first shares at $ 85 on the NASDAQ market under the symbol GOOG, 19.6 million of initial actions could not come into play at 9:30, opening time market, because demand exceeds supply because of a relatively small number of shares on offer. The operations were started at noon and the shares rose to 15.01 to $ 100.01. The offer increased to 1,670 million dollars and gave the company an initial market value of 23,000 million. Suddenly, Google had a higher than many other older and established companies market value.

The Google IPO was a milestone in relations between Silicon Valley and Wall Street. Larry and Sergey had made one of the strongest outputs of history, retaining control of the whole process and earning the respect of the directors of large companies that had long on Wall Street.

In conclusion, this company has created multiple free products where you can manage information efficiently.