In the early days of Google, the co-founders Larry Page and Sergey Brin condemned Microsoft as the technological hegemon, and they ruthlessly abused its dominance in the personal computer software market. Position to stop competition that may produce better products.

Their disdain for Microsoft prompted Google to adopt “Don’t be evil” as the company’s motto, which remains its ethical code during its transition from a freelance startup to a public company that is suddenly accountable to shareholders.

Because Google faces similar existential threats as Microsoft once faced, this promise has now become a distant memory.

Just like Microsoft 22 years ago, Google is in the crosshairs of the Justice Department lawsuit, accusing it of using the tremendous power of its Internet search engine as a weapon, stifling competition and frustrating innovation, and undermining the stability of use Version of the benefit of billions of people. Market-leading services, including Gmail, Chrome browser, Android-based smartphones, YouTube videos and digital maps.

The author of the book, Maelle Gavet, said: “They are definitely no longer a cute company, trampled by unicorns: the empathy problem and solution of big technology.”

How Google has grown from an idealistic foundation to the cruel behemoth portrayed by antitrust regulators is driven by ambitious ambitions, shrewd decision-making, technological network effects, loose supervision and supervision, and all listed companies permanently increasing profits A story shaped by constant pressure.

Google’s performance “much like a teenager, but now they are all grown up. They become a company.” “Googled: The end of the world we know” Ken Oletata (Ken Oletata) Auletta) said.

Google admits that it is gaining greater and greater influence due to the popularity of its free services, but Google said it still adheres to its founding principle of organizing world information. The company also denied any wrongdoing and intends to, like Microsoft, defend against a lawsuit filed by the US Department of Justice on Tuesday.

Like other pioneering Silicon Valley companies such as Hewlett-Packard and Apple, Google started with a garage. Page and Brin were rented from Susan Wojcicki, and Susan Wojcicki is now owned by the company. Operate YouTube. They focus on creating a database of all content on the Internet through a search engine, which almost immediately lists the rankings of websites that are most likely to satisfy anyone’s needs.

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Unlike other major search engines offered by Yahoo, AltaVista, and other companies, Google initially only displayed 10 blue links on each page of the results, and did not make efforts to keep visitors on its own website.

“We hope you come to Google and find what you want quickly. Then, we are happy to send you to other sites. In fact, that’s the point.” Peggy told Playboy before the company’s IPO in 2004 magazine.

Google is so proficient at this that its name quickly became synonymous with search. However, once Google knew that it could sell ads related to search results, it began to make money, which was more than Page and Brin thought. They saw the opportunity to tap new opportunities and push technology into new areas, so they decided to spend billions of dollars on research and acquisitions.

The expansion started at the same time that Google went public, and its digital map made it easier and faster to get route directions, while Gmail provided an amazing 1 GB of free storage space, while others only provided 4 to 25 MB of storage space. Later, the Chrome web browser appeared, and Google touted it as an alternative to Microsoft’s Explorer browser that was once bundled with the Windows operating system. This was a practice targeted by the Department of Justice in a lawsuit against the software flag.

Google shopping spree, involving more than 260 acquisitions. In addition to Page and Brin’s visions, many transactions are driven by insights into trends gathered by search engines, which are constantly crawling and processing billions of requests every day.

Three of these transactions became the backbone of the Google empire. The one that attracted little attention was the purchase of a mobile operating system called Android for US$50 million (about Rs 36.8 billion) in 2005 and US$1.76 billion (about 129.8 billion) in 2006. Billion rupees) acquired YouTube, and in 2008 it acquired the advertising placement service DoubleClick for US$3.2 billion (approximately 23,591 crore). Regulators quickly approved the Android and YouTube transactions and waited a year before approving the DoubleClick transaction.

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Garvet said that if regulators had a better understanding of how the technology works, none of them might happen.

She said: “These technology companies are allowed to operate in a vacuum because regulators do not fully understand why they want to add other businesses.”

When it started to build the service suite, Google took a page from Microsoft’s playbook, whose then CEO Eric Schmidt (Eric Schmidt) worked as Sun Microsystems and Novell in the 1990s. Competitor executives have learned. The company uses its online search advantages to promote and bundle other products, just as Microsoft uses its Windows operating system to expand its Office software suite and Explorer Web browser.

Google promoted Chrome on its search engine, which allowed the browser to replace Explorer as the market leader. Google requires the browser to be included in the billions of smart phones that rely on its free Android software, which has also greatly promoted the development of the Chrome browser. Other Google-owned apps (such as Maps and YouTube) are also bundled with the Android distribution.

After Chrome became the most widely used browser in the world, it not only attracted more traffic to Google’s search engine and other products, but also collected valuable insights into which sites people visit to help them sell more ads. Google also took advantage of the massive influx of funds from an ad network that relied heavily on tools acquired from DoubleClick to negotiate profitable deals, thus becoming the iPhone and another popular browser, Firefox. The default search engine.

In addition to bundling sales, Google’s search methods began to gradually change more than ten years ago, because it faces potential threats from other websites that focus on profitable areas such as e-commerce, travel, food, and entertainment. Google is increasingly starting to display its own services at the top of its search results, a valuable position that diverts traffic from other sites that it believes can provide better information and products. In some cases, Google even grabs comments from sites such as Yelp and highlights the comments on its own results page instead of sending people elsewhere, as Page once promised.

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Google stopped showing Yelp content after repeated complaints, but Yelp CEO Jeremy Stoppelman and other critics have been complaining for the past ten years that its search engine has long gone from an online revolving door to being built for maximum profit. Walled garden.

Although Page and Brin promised never to focus on short-term profits, Google finally hired Wall Street veteran Ruth Porat as its chief financial officer in 2015. Google began to control its expenditures and even established a new holding company Alphabet to oversee some of its unprofitable projects, such as the Internet = beam balloons and self-driving cars.

Garvet said: “You hire someone like Ruth because you want someone who can talk to Wall Street. Whether you like it or not, once you become a public company, your stock price will have an impact.”

Before the pandemic, Google’s quarterly revenue had never fallen from the previous year. This extraordinary performance helped promote a stock that became a key component of the compensation of more than 1,27,000 employees at Google and Alphabet. Google’s cash cow increased its annual revenue from US$1.5 billion (approximately Rs 11,062 crore) in 2003 to US$161 billion (approximately Rs 11,874.27 crore), and its market value increased from US$25 billion (approximately Rs 1,843.83 crore)) More than US$1 trillion (about Rs 73,71,750 crore).

“When you become a public company, growth is one of the ways you judge success,” Oleta said.

The formidable question that the American justice system must answer now is whether Google has become too successful because of the greater benefits of technology and the free market.


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