The Google Story

1. Google's founders revolutionized Internet search with PageRank algorithm

"Google was started when Sergey and I were Ph.D. students at Stanford University in computer science," Page began, "and we didn't know exactly what we wanted to do."

Stanford origins. Larry Page and Sergey Brin met at Stanford University in 1995, where they were both pursuing Ph.D.s in computer science. Their shared passion for solving complex problems led them to collaborate on a research project that would eventually become Google.

PageRank innovation. The key breakthrough was the development of the PageRank algorithm, which ranked web pages based on the number and quality of links pointing to them. This approach provided more relevant search results than existing search engines, which relied primarily on keyword matching.

From research to business. What began as an academic project quickly gained popularity among Stanford users. Recognizing the potential of their creation, Page and Brin decided to take a leave of absence from their studies to focus on turning Google into a business, officially founding the company in September 1998.

2. Unconventional IPO and "Don't Be Evil" motto defined Google's unique culture

"Google is not a conventional company. We do not intend to become one."

Unconventional IPO. Google's initial public offering in 2004 was highly unusual. The company used a Dutch auction method to price its shares, allowing small investors to participate alongside large institutions. This approach aligned with the founders' desire to maintain control and do things differently.

"Don't Be Evil" motto. Google adopted the unofficial motto "Don't Be Evil" to guide its business practices. This philosophy emphasized the importance of maintaining user trust and making ethical decisions, even at the expense of short-term profits.

Unique corporate culture. Google fostered a work environment that encouraged creativity and innovation:

• Free food and perks to keep employees on campus
• 20% time for engineers to work on personal projects
• Flat organizational structure to promote idea sharing
• Emphasis on hiring the brightest minds from diverse backgrounds

3. Google's innovative ad model transformed online advertising and drove profits

"We compete with Yahoo every day," he said. "Microsoft has announced their entry into the market, though they are not a significant competitor yet, although I am sure they will try."

AdWords and AdSense. Google's primary revenue source came from its innovative advertising platforms:

• AdWords: Allowed advertisers to bid on keywords and display ads alongside search results
• AdSense: Enabled website owners to display Google ads and share in the revenue

Targeted advertising. Google's approach focused on delivering relevant ads based on user searches and website content. This targeting increased the effectiveness of ads and provided a better user experience.

Rapid growth. The success of Google's ad model led to explosive revenue growth:

• 2001: First profitable year with $7 million in earnings
• 2004 (year of IPO): $3.2 billion in revenue
• 2005: Revenue reached $6.1 billion

4. Rapid product development and global expansion fueled Google's growth

"Google is likely to be, if not the, one of the largest places people come from, from the standpoint of being an information publisher."

Beyond search. Google rapidly expanded its product offerings beyond its core search engine:

• Gmail: Free email service with large storage capacity
• Google Maps: Online mapping and navigation
• Google News: Aggregated news from various sources
• Google Books: Digitized millions of books for online access

Global reach. The company aggressively expanded its international presence:

• Opened offices in numerous countries
• Localized search and other products for different languages and regions
• Established data centers around the world to improve performance

Acquisition strategy. Google acquired promising startups to fuel growth and innovation:

• YouTube (2006): Video-sharing platform
• Android (2005): Mobile operating system
• DoubleClick (2007): Online advertising technology

5. Google's recruitment strategy and work culture attracted top talent

"We spend most of our time trying to get Internet access," he quipped. "We surf every day. I was on until 4 A.M. last night. And then I got on again earlier this morning. It is an invaluable tool. It is kind of like a respirator now."

Hiring philosophy. Google focused on recruiting the brightest minds in technology:

• Rigorous interview process with challenging questions
• Emphasis on academic credentials and problem-solving skills
• Willingness to hire talented individuals even without specific roles

Work environment. The company created a unique and appealing workplace:

• Googleplex campus with amenities like free food, gyms, and massage chairs
• Encouraged collaboration and idea-sharing through open office spaces
• Provided resources for personal projects and continuing education

Retention challenges. As Google grew, it faced challenges in maintaining its culture and retaining top talent:

• Competitors, especially Microsoft, aggressively recruited Google employees
• The company introduced new incentives like the "Founders' Awards" to keep key personnel

6. Microsoft's fierce competition with Google shaped tech industry dynamics

"Kai-Fu," Gates told him, "Steve is definitely going to sue you and Google over this. He has been looking for something like this.… We need to do this to stop Google."

Shifting battleground. Microsoft, long dominant in desktop software, found itself threatened by Google's web-based services and growing influence in the tech industry.

Recruitment wars. The competition for talent intensified:

• Microsoft sued Google over the hiring of Kai-Fu Lee to lead Google's China operations
• Both companies aggressively recruited from top universities and each other

Product competition. Microsoft attempted to counter Google's success in various areas:

• Launched Bing search engine to compete with Google Search
• Developed online services to rival Google's offerings (e.g., Hotmail vs. Gmail)

7. Google's China strategy highlighted ethical challenges of global expansion

"China is obviously a very exciting market in general and also for Google," Page said. "We have actually a very significant market share in China. There's tremendous opportunity for us there with our existing market share to make money through advertising."

Market opportunity. China represented a massive potential market for Google, with a rapidly growing internet user base and expanding economy.

Ethical dilemma. Google faced challenges in reconciling its "Don't Be Evil" motto with operating in China:

• Government censorship requirements conflicted with Google's mission of organizing and making accessible the world's information
• Concerns about user privacy and data security in a restrictive political environment

Strategic decisions. Google's approach to China evolved over time:

• Initially agreed to censor search results to enter the market (2006)
• Later decided to stop censoring and redirected Chinese users to uncensored Hong Kong site (2010)
• Ongoing negotiations and tensions with Chinese government over operations

8. Google's financial success made it a dominant force in the tech industry

"We were delighted when the so-called FUD factor"—fear, uncertainty, doubt—"dominated the process, resulting in the shares coming at the bargain price of $85, valuing the company at $23 billion roughly," Miller said.

Rapid stock growth. Google's stock price soared after its IPO:

• August 2004: IPO price of $85 per share
• 2005: Crossed $300 per share
• Market capitalization quickly surpassed $100 billion

Financial performance. The company's revenue and profits grew exponentially:

• 2004: $3.2 billion in revenue
• 2005: $6.1 billion in revenue
• Consistently high profit margins due to efficient ad model

Industry impact. Google's success reshaped the tech landscape:

• Became a model for other tech startups
• Influenced investment strategies in Silicon Valley
• Forced established tech giants like Microsoft to adapt their strategies

Last updated: January 22, 2025