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What’s So Special about Google?
by
Rob
Spiegel
An Internet company finally
gets it really-really right without
compromising its dorm-room culture and
Grateful Dead chef. Google is one of only
three or four companies that have figured
out how to make piles of cash from the
Internet. And the company is unapologetic
about its dot com corporate culture.
You won’t find ties and suits
at Google’s Mountain View, Calif. home.
Inside headquarters you’ll find sofas, big
balls, free lunches, on-site physicians,
massage and day care, foosball, musical
instruments, and roller hockey games twice a
week in the parking lot. And best of all,
Google’s development staffers are required –
required – to spend one day a week, 20
percent of their time, on side projects of
their choice.
Google first electrified the
online world by creating the Web’s best
search engine. The company’s lightning-fast
and mostly accurate search results put
Google at the front of the search engine
race – no small feat considering that search
is the second-most common activity on the
Internet, right below email use. Internet
users now conduct more than 200 million
searches per day on Google.
Google figured out a way to
cash in on its widespread use – the company
monetized search. A couple years ago, Google
started to place paid ads alongside the free
search results. Searchers were fine with it.
Marketers loved it. Google AdWords program
has attracted 175,000 advertisers.
Paid search advertising has
provided Google with a flood of cash.
According to documents filed with the
Security and Exchange Commission as part of
the company’s preparation for its initial
public offering (IPO) of stock, Google is
quite profitable. In 2003, the company
produced $962 million in sales. Profit on
that revenue was $106 million. For the first
quarter in 2004, the company posted $390
million in revenue, with profits of $64
million. Google will cruise easily into the
billion-dollar club this year.
Google was launched in the
Stanford University dorm room of graduate
engineering students Sergey Brin and Larry
Page in 1995. Like all good dorm-room
launches, Google grew too big for the dorm,
so Sergey and Larry moved into to a garage
in Menlo Park, Calif. The garage was fully
equipped with a washer and dryer, a hot tub
and a parking spot for the company’s first
employee, Craig Silverstein, now Google’s
director of technology.
Sergey and Larry will see
grown-up money when Google’s stock sale
makes them billionaires. In full dot-com
form, the founders are thumbing their noses
at Wall Street even as they offer shares on
the street. The company will put its shares
up for bid so small investors can buy as
easily as large players. The founders have
also created two classes of stock, with the
voting shares remaining with management. The
move is designed to insulate management from
the pressure of quarterly earnings.
Though its nine-year history,
Google has doggedly stuck to
non-businesslike principles. One of its
company mottos is, “You can make money
without doing evil.” Another motto says,
“You can be serious without a suit.” Yet
even with the nice-guy fuzziness, Google can
be shrewd. With search now well-monetized,
Google is looking to monetize the Net’s
biggest usage, email.
Google started beta-testing
Gmail on April 1. It’s a free email service
that will open to the public some time this
summer. Each user gets a gigabyte of storage
– mammoth by free email standards. But the
catch – a really big catch – is that
Google’s spiders will crawl your personal
email and place ads next to content. So if
you mention that you’re headed to Vermont
for a weekend, you’ll get a local bed and
breakfast ad in your email. Innovative? You
bet. Invasive? You bet. But heck it’s free.
You can also bet there will
be plenty more odd ideas coming from this
crowd. The SEC filing reveals that the
company plans to plow a quarter-billion into
capital spending this year – another poke in
the eye of Wall Street players who shudder
at deep capital spending. After Google buys
a few more servers and big balls, the
balance will go to developing the oddball
projects that come out of the 20-percent
play time.
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