(and without human intervention), even if individual PCs fail. As Hennessy correctly noted, not a single state organization, not a single private company in the world can boast of such a computer network and database.

“The company quickly realized that sophisticated computerization could become a competitive advantage, that it would be a key link in the ability to quickly and efficiently search for information. And since the company constantly needs computers, it is more profitable for it to build them on its own. That is why developing a search engine that could seriously compete with Google requires a much more serious investment than it might seem at first glance.

Thanks to the introduction of text-based advertising links that users click on during the search process, the search engine also became a money-making machine a few years ago. At that time, Google was a privately held company and information about its key performance indicators was available only to a narrow circle of the elite - investors and employees. But when the company's staggering growth rate and its billion-dollar ad revenue became public, outside investors realized that something incredible was happening before their eyes and rushed to get their share. On August 19, 2004, Google became a public company, the share price at the time of the IPO was $ 85 apiece, which allowed the company to earn about 2 billion. In less than a year, the stock price soared to $300, making Google the most successful IT company. Since Google was founded in 1998, its share capital has grown to $80 billion, while Microsoft's share capital has not increased. at all.

If for some reason you did not invest in this "bonanza", do not despair: business sharks also missed this opportunity. Both established venture capital firms and Yahoo! and AltaVista, as well as a number of major IT companies, have all turned down offers to acquire Google's search engine for as little as $1 million. Their refusals forced Stanford doctoral students Sergey Brin and Larry Page to drop out and start their own firm. In June 2005, the personal fortune of each of them exceeded $10 billion.

Hennessy remembers well how, in the mid-1990s, a professor friend at Stanford University suggested that he use the Google search engine. Like Brin and Page, Hennessy became frustrated with AltaVista, which was considered the best search engine at the time: it quickly "scrolled" web pages, but was not able to arrange search results in order of relevance. He remembered that someone had told him that the creators of the new search engine had developed a new mathematical formula for PageRank and ensured that users received the most relevant results on the first pages.

Out of curiosity, Hennessy entered his first and last name into the Google search box. “In the first position of the list of results were the words “Stanford University”. The rest of the search engines brought different results to the first place, ”he recalled.

In the pages of this book, we'll take a closer look at Google's business strategies that have enabled it to build mutually beneficial partnerships with advertisers and websites, as well as uncover the essence of the company's motto ("Do No Harm!"). All Google affiliates, of which there are several hundred thousand today, are financially interested in the further growth of the search resource. We have dubbed this robust and invulnerable system the "Google Model". Largely thanks to her, the company's share capital increased sevenfold in a year. At the heart of the success of the "Google model" is the constant increase in the number of Internet users and the cost of placing online advertising.

Google must be "doomed" to growth and expansion: given the fact that the Internet as a mass medium is still at the forefront of development, as well as the emerging trend towards the flow of advertising budgets from television and print media to the World Wide Web. Google is extremely effective: it is offered to users when they need it most - in the process of searching for information.

The key to Google's success was the work of its founders, Brin and Page. The company's equipment and incredibly lucrative advertising system are all fruits of their talent and insight. The determination, leadership and ambition of the founders of the company were the most important components of its long-term success. Under their leadership, Google has become the most popular search engine, which not only makes it really easy to find the information you need, but which is very convenient to use. However, as the search resource expands and the number of its users increases, calls for federal regulation are increasingly heard. Another major problem is that Google profits from idle clicks on ads.

Brin & Page is Google's think tank, providing interaction with hundreds of millions of users every day. They never tire of motivating the high-class mathematicians, IT specialists and engineers assembled in the Googleplex to solve increasingly complex problems. They also make sure that the developed products are necessarily evaluated by users: this approach provides feedback that allows you to identify and eliminate deficiencies.

Google provides information search services free of charge. The billions of dollars that the company earns in revenue have become a by-product of its efforts to develop and implement innovations, and not a measure of success or a tool for evaluating a particular project. Unlike most companies, where management and managers first develop a revenue strategy and then create a product, at Google, engineers first solve a specific problem and only then think about how they can make money with the resulting product. Company leaders are always ready to listen to the thoughts of IT professionals on how to increase the speed and improve the quality of information retrieval. Google does not need marketing because its culture prioritizes the satisfaction of users, thanks to which the search engine is gaining more followers.

Google is not seeks to earn as much money as possible. To see this, just look at the main page of the search engine, which is considered the most profitable site on the Internet. If you visit www google com, you will see that the company does not place advertising offers there (and they would bring tens of millions of dollars annually), thereby providing users with a seamless search.

A hallmark of the company has become the rapid implementation of innovations - a topic that is touched upon at almost every meeting. For Brin and Page, maintaining the pace of innovation is the main task, since it is thanks to innovation that the company broke away from competitors in its time and remains inaccessible to them today. Its founders are aware that at any moment a better, faster and more efficient system of work can appear. It is rather difficult to maintain the rate of introduction of new products in the conditions of stable growth, and not all young and promising companies can do this.

Brin and Page are directly involved in product development, focusing on the high rates of their implementation. Some novelties are visible to the naked eye, while others, hidden from our eyes, improve and speed up the process of searching for information. The founders of the company can afford to fully focus on what the users need, since the CEO Eric Schmidt is in charge of financial matters. Despite this separation of duties, all three leaders pay due attention to both commercial activities and the development of new products. Brin has a knack for getting along with potential partners, and Page is well versed in matters of cost savings - especially the electricity needed to power and cool computers.

All employees of the company are divided into teams of three people, and each employee should spend 20% of his working time doing what is interesting to him personally. The 20 percent principle is borrowed from the university environment, where professors are allowed one day a week to do work that is of personal interest to them. The structure of Google differs from the standard hierarchy in it there are no middle managers. However, no company can boast such a successful a combination of human and technical resources, as well as a focus on long-term results, thanks to which Google left all its competitors far behind. Today, it is incredibly difficult for the vast majority of companies to compete with Google for talented specialists. At Google, which operates at the heart of the Internet, the best and most gifted programmers from all corners of the globe seek employment. They leave universities, leave NASA, Bell Labs, Microsoft and other organizations and companies to plunge into a dynamic atmosphere so uncharacteristic of the office. The growth of the company's popularity as an employer was also greatly facilitated by the rise in its share price in the year since the listing of shares on the stock exchange.

The media's close attention to the company is due to the popularity of the search engine, its role in today's world, and the fact that reporters and editors themselves constantly use this search engine. The verb "to google" (in Russian - google) has long been used as a synonym for the verb "to search" (search). The fact that the company's name has become a verb in English, German and other languages ​​indicates that Google has already left its mark on world culture.

The search engine seems to have more potential than other iconic companies that appeared a little earlier. Over the past decades, several waves of new technologies have swept the planet, and each subsequent one was larger than the previous one. IBM, with its mainframes, solved the problem of data processing. Then the attention