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Intro to Google for the Hill
Introduction to A company built on search Our mission Google’s mission is to organize the world’s information and make it universally accessible and useful. As a first step to fulfilling this mission, Google’s founders Larry Page and Sergey Brin developed a new approach to online search that took root in a Stanford University dorm room and quickly spread to information seekers around the globe. The Google search engine is an easy-to-use, free service that consistently returns relevant results in a fraction of a second. What we do Google is more than a search engine. We also offer Gmail, maps, personal blogging, and web-based word processing products to name just a few. YouTube, the popular online video service, is part of Google as well. Most of Google’s services are free, so how do we make money? Much of Google’s revenue comes through our AdWords advertising program, which allows businesses to place small “sponsored links” alongside our search results. Prices for these ads are set by competitive auctions for every search term where advertisers want their ads to appear. We don’t sell placement in the search results themselves, or allow people to pay for a higher ranking there. In addition, website managers and publishers take advantage of our AdSense advertising program to deliver ads on their sites. This program generates billions of dollars in revenue each year for hundreds of thousands of websites, and is a major source of funding for the free content available across the web. Google also offers enterprise versions of our consumer products for businesses, organizations, and government entities. -
June 7, 2010 ANALYSIS of the FTC's DECISION NOT to BLOCK
June 7, 2010 ANALYSIS OF THE FTC’S DECISION NOT TO BLOCK GOOGLE’S ACQUISITION OF ADMOB Randy Stutz and Richard Brunell* Introduction On May 21, 2010, after months of investigation, the Federal Trade Commission (FTC) announced that it would not challenge Google’s $750 million acquisition of AdMob, a mobile advertising network and mobile ad solutions and services provider.1 In this white paper, we present AAI’s analysis of the FTC’s decision. The FTC found that, but for recent developments concerning Apple, the acquisition “appeared likely to lead to a substantial lessening of competition in violation of Section 7 of the Clayton Act.” According to the FTC, Google and AdMob “currently are the two leading mobile advertising networks, and the Commission was concerned about the loss of head-to-head competition between them.” The companies “generate the most revenue among mobile advertising networks, and both companies are particularly strong in … performance ad networks,” i.e. those networks that sell advertising by auction on a “per click” or other direct response basis. Without necessarily defining a relevant market, the Commission apparently saw a likelihood of unilateral anticompetitive effects, as it found “each of the merging parties viewed the other as its primary competitor, and that each firm made business decisions in direct response to this perceived competitive threat.” Yet, Apple’s acquisition of the third largest mobile ad network, Quattro Wireless, in December 2009, and its introduction of its own mobile advertising network, iAd, as part of its iPhone applications package, convinced the FTC that the anticompetitive effects of the acquisition “should [be] mitigate[d].” The Commission “ha[d] reason to believe that Apple * Randy Stutz is a Research Fellow and Richard Brunell is the Director of Legal Advocacy of the American Antitrust Institute (AAI), a non-profit research and advocacy organization devoted to advancing the role of competition in the economy, protecting consumers, and sustaining the vitality of the antitrust laws. -
On the Uniqueness of Browser Extensions and Web Logins
To Extend or not to Extend: on the Uniqueness of Browser Extensions and Web Logins Gábor György Gulyás Dolière Francis Somé INRIA INRIA [email protected] [email protected] Nataliia Bielova Claude Castelluccia INRIA INRIA [email protected] [email protected] ABSTRACT shown that a user’s browser has a number of “physical” charac- Recent works showed that websites can detect browser extensions teristics that can be used to uniquely identify her browser and that users install and websites they are logged into. This poses sig- hence to track it across the Web. Fingerprinting of users’ devices is nificant privacy risks, since extensions and Web logins that reflect similar to physical biometric traits of people, where only physical user’s behavior, can be used to uniquely identify users on the Web. characteristics are studied. This paper reports on the first large-scale behavioral uniqueness Similar to previous demonstrations of user uniqueness based on study based on 16,393 users who visited our website. We test and their behavior [23, 50], behavioral characteristics, such as browser detect the presence of 16,743 Chrome extensions, covering 28% settings and the way people use their browsers can also help to of all free Chrome extensions. We also detect whether the user is uniquely identify Web users. For example, a user installs web connected to 60 different websites. browser extensions she prefers, such as AdBlock [1], LastPass [14] We analyze how unique users are based on their behavior, and find or Ghostery [8] to enrich her Web experience. Also, while brows- out that 54.86% of users that have installed at least one detectable ing the Web, she logs into her favorite social networks, such as extension are unique; 19.53% of users are unique among those who Gmail [13], Facebook [7] or LinkedIn [15]. -
Understanding Digital Content and Services Ecosystems the Role of Content and Services in Boosting Internet Adoption
Understanding digital content and services ecosystems The role of content and services in boosting Internet adoption Strategy& is part of the PwC network Contacts Beirut Düsseldorf Madrid Seattle Chady Smayra Dr. Roman Friedrich José Arias Mathias Herzog Partner Partner Partner Principal, PwC US +961-1-985-655 +49-211-38900 +34-91-411-8450 +1-206-398-3000 chady.smayra roman.friedrich j.arias mathias.herzog @strategyand.ae.pwc.com @strategyand.de.pwc.com @strategyand.es.pwc.com @strategyand.us.pwc.com Rami Maalouf Frankfurt Milan Shanghai Manager +961-1-985-655 Olaf Acker Luigi Pugliese Sarah Butler rami.maalouf Partner Partner Partner @strategyand.ae.pwc.com +49-69-97167-0 +39-02-72-50-91 +86-21-2323-2020 olaf.acker luigi.pugliese butler.sarah Delhi @strategyand.de.pwc.com @strategyand.it.pwc.com @strategyand.au.pwc.com Ashish Sharma Helsinki Paris Vienna Partner +91-124-499-8700 Santeri Kirvelä Pierre Péladeau Klaus Hölbling sharma.ashish Partner Partner Partner @strategyand.pwc.com +358-20-787-7000 +33-1-5657-58590 +43-1-518-22-900 santeri.kirvela pierre.peladeau klaus.hoelbling Doha @strategyand.fi.pwc.com @strategyand.fr.pwc.com @strategyand.at.pwc.com Bahjat El-Darwiche Jakarta Riyadh Partner +974-44026-777 Abhijit Navalekar Hilal Halaoui bahjat.eldarwiche Partner Partner @strategyand.ae.pwc.com +62-21-521-2901 +966-11-249-7781 abhijit.navalekar hilal.halaoui Dubai @strategyand.ae.pwc.com @strategyand.ae.pwc.com Jayant Bhargava London São Paulo Partner +971-4-390-0260 Hugo Trepant Nuno Gomes jayant.bhargava Partner Partner @strategyand.ae.pwc.com +44-20-7583-5000 +55-11-3674-8736 hugo.trepant nuno.gomes Jad Hajj @strategyand.uk.pwc.com @strategyand.br.pwc.com Partner +971-4-390-0260 jad.hajj @strategyand.ae.pwc.com 2 Strategy& About the authors Bahjat El-Darwiche is a partner with Strategy&, part of the PwC network, and is based in Doha. -
PDF, 32 Pages
Helge Meinhard / CERN V2.0 30 October 2015 HEPiX Fall 2015 at Brookhaven National Lab After 2004, the lab, located on Long Island in the State of New York, U.S.A., was host to a HEPiX workshop again. Ac- cess to the site was considerably easier for the registered participants than 11 years ago. The meeting took place in a very nice and comfortable seminar room well adapted to the size and style of meeting such as HEPiX. It was equipped with advanced (sometimes too advanced for the session chairs to master!) AV equipment and power sockets at each seat. Wireless networking worked flawlessly and with good bandwidth. The welcome reception on Monday at Wading River at the Long Island sound and the workshop dinner on Wednesday at the ocean coast in Patchogue showed more of the beauty of the rather natural region around the lab. For those interested, the hosts offered tours of the BNL RACF data centre as well as of the STAR and PHENIX experiments at RHIC. The meeting ran very smoothly thanks to an efficient and experienced team of local organisers headed by Tony Wong, who as North-American HEPiX co-chair also co-ordinated the workshop programme. Monday 12 October 2015 Welcome (Michael Ernst / BNL) On behalf of the lab, Michael welcomed the participants, expressing his gratitude to the audience to have accepted BNL's invitation. He emphasised the importance of computing for high-energy and nuclear physics. He then intro- duced the lab focusing on physics, chemistry, biology, material science etc. The total head count of BNL-paid people is close to 3'000. -
July 23, 2020 the Honorable William P. Barr Attorney General United
July 23, 2020 The Honorable William P. Barr Attorney General United States Department of Justice 950 Pennsylvania Avenue, NW Washington, DC 20530 Dear Attorney General Barr: We write to raise serious concerns regarding Google LLC’s (Google) proposed acquisition of Fitbit, Inc. (Fitbit).1 We are aware that the Antitrust Division of the Department of Justice is investigating this transaction and has issued a Second Request to gather additional information about the acquisition’s potential effects on competition.2 Amid reports that Google is offering modest, short-term concessions to overseas enforcers to avoid a full-scale investigation of the transaction in Europe,3 we write to urge the Division to continue with its efforts to conduct a thorough and comprehensive review of this proposed merger and to take any and all enforcement action warranted by the law and the evidence. It is no exaggeration to say that Google is under intense antitrust scrutiny across the globe. As you know, the company has been under investigation for potential anticompetitive conduct across a number of product markets by the Department and numerous state attorneys general, as well as by a number of foreign competition enforcers, some of which are also reviewing the proposed Fitbit acquisition. Competition concerns about Google are widespread and bipartisan. Against this backdrop, in November 2019, Google announced its proposed acquisition of Fitbit for $2.1 billion, a staggering 71 percent premium over Fitbit’s pre-announcement stock price.4 Fitbit—which makes wearable technology devices, such as smartwatches and fitness trackers— has more than 28 million active users submitting sensitive location and health data to the company. -
Blogger.Com User Guide
Blogger.com User Guide Version 4 Written by: Todd W. Jorns [email protected] Table of Contents Introduction ............................................................................................................................. 1 Create a Google Account ........................................................................................................ 2 Name Your Blog ....................................................................................................................... 3 Choose a Starter Template ..................................................................................................... 4 Posting Tab New Post ............................................................................................................................ 6 Edit Post ............................................................................................................................. 7 Published Successfully ....................................................................................................... 9 Settings Tab Basics ............................................................................................................................. 10 Publishing ........................................................................................................................ 11 Formatting ........................................................................................................................ 12 Design Tab Page Elements ............................................................................................................... -
SHOW TEASE: It's Time for Security Now!. Steve Gibson Is Here. We're Going to Talk About the Strange Case of the Estonian ID Cards
Security Now! Transcript of Episode #642 Page 1 of 30 Transcript of Episode #642 BGP Description: This week we examine how Estonia handled the Infineon crypto bug; two additional consequences of the pressure to maliciously mine cryptocurrency; zero-day exploits in the popular vBulletin forum system; Mozilla in the doghouse over "Mr. Robot"; Win10's insecure password manager mistake; when legacy protocol come back to bite us; how to bulk-steal any Chrome user's entire stored password vault; and we finally know where and why the uber-potent Mirai botnet was created, and by whom. We also have a bit of errata and some fun miscellany. Then we're going to take a look at BGP, another creaky yet crucial - and vulnerable - protocol that glues the global Internet together. High quality (64 kbps) mp3 audio file URL: http://media.GRC.com/sn/SN-642.mp3 Quarter size (16 kbps) mp3 audio file URL: http://media.GRC.com/sn/sn-642-lq.mp3 SHOW TEASE: It's time for Security Now!. Steve Gibson is here. We're going to talk about the strange case of the Estonian ID cards. A weird bug or actually flaw introduced into Microsoft's Windows 10. We're still not sure exactly who got it and why. We'll also talk about the case of the Firefox plugin promoting "Mr. Robot," and a whole lot more, all coming up next on Security Now!. Leo Laporte: This is Security Now! with Steve Gibson, Episode 642, recorded Tuesday, December 19th, 2017: BGP. It's time for Security Now!, the show where we cover your security online with this guy right here, the Explainer in Chief, Steve Gibson. -
Digital Distribution
HOW DIGITAL DISTRIBUTION AND EVALUATION IS IMPACTING PUBLIC SERVICE ADVERTISING Aggressive Promotion Yields Significant Results By Bill Goodwill & James Baumann It is no surprise to see that digital distribution of all media products is fast becoming the de facto standard for distribution of media content, particularly for shorter videos such as PSA messages. First let’s define the terms. Digital distribution (also called digital content delivery, online distribution, or electronic distribution), is the delivery of media content online, thus bypassing physical distribution methods, such as video tapes, CDs and DVDs. In additional to saving money on tapes and disks, digital distribution eliminates the need to print collateral materials such as storyboards, newsletters, bounce-back cards, etc. Finally, it provides the opportunity to preview messages online, and offers media high- quality files for download. The “Pull” Distribution Model In the pre-digital world, the media was spoiled because they had all the PSA messages they could ever use delivered right to their desktop, along with promotional materials explaining the importance of the campaigns. Today, the standard way for stations to get PSAs in the digital world is to go to a site created by the digital distribution company and download them from the “cloud.” Using a dashboard that has been created for PSAs, the media can preview the spots and download both the PSAs, as well as digital collateral materials such as storyboards, a newsletter and traffic instructions. This schematic shows the overall process flow for digital distribution. To provide more control over digital distribution, Goodwill Communications has its own digital distribution download site called PSA Digital™, and to see how we handle both TV and radio digital files, go to: http://www.goodwillcommunications.com/PSADigital.aspx. -
1592213370-Monetize.Pdf
Table of Contents 1. Online Monetization: How to Turn Your Following into Cash 1.1 What is monetization? 1.2 How to monetize your website, blog, or social media channel 1.3 Does a monetization formula exist? Chapter 1 Takeaways 2. How to Monetize Your Blog The Right Way 2.1 Why should you start monetizing with your blog? 2.2 How to earn money from blogging 2.3 How to transform your blog visitors into loyal fans 2.4 Blog monetization tools you should know about Chapter 2 Takeaways 3. Facebook Monetization: The What, Why, Where, and How 3.1 How Facebook monetization works 3.2 Facebook monetization strategies Chapter 3 Takeaways 4. How to monetize your Instagram following 4.1 Before you go chasing that Instagram money... 4.2 The four main ways you can earn money on Instagram 4.3 Instagram monetization tools 4.4 Ideas to make money on Instagram Chapter 4 Takeaways 5. Monetizing a YouTube Brand Without Ads 5.1 How to monetize Youtube videos without Adsense 5.2 Essential Youtube monetization tools 5.3 Factors that determine your channel’s long-term success Chapter 5 Takeaways 1. Online Monetization: How to Turn Your Following into Cash 5 Stop me if you’ve heard this one before. Jenn, a customer service agent at a car leasing company, is fed up with her job. Her pay’s lousy, she’s on edge with customers yelling at her over the phone all day (they actually treat her worse in person), and her boss ignores all her suggestions, even though she knows he could make her job a lot less stressful. -
Google Ad Tech
Yaletap University Thurman Arnold Project Digital Platform Theories of Harm Paper Series: 4 Report on Google’s Conduct in Advertising Technology May 2020 Lissa Kryska Patrick Monaghan I. Introduction Traditional advertisements appear in newspapers and magazines, on television and the radio, and on daily commutes through highway billboards and public transportation signage. Digital ads, while similar, are powerful because they are tailored to suit individual interests and go with us everywhere: the bookshelf you thought about buying two days ago can follow you through your favorite newspaper, social media feed, and your cousin’s recipe blog. Digital ads also display in internet search results, email inboxes, and video content, making them truly ubiquitous. Just as with a full-page magazine ad, publishers rely on the revenues generated by selling this ad space, and the advertiser relies on a portion of prospective customers clicking through to finally buy that bookshelf. Like any market, digital advertising requires the matching of buyers (advertisers) and sellers (publishers), and the intermediaries facilitating such matches have more to gain every year: A PwC report estimated that revenues for internet advertising totaled $57.9 billion for 2019 Q1 and Q2, up 17% over the same half-year period in 2018.1 Google is the dominant player among these intermediaries, estimated to have netted 73% of US search ad spending2 and 37% of total US digital ad spending3 in 2019. Such market concentration prompts reasonable questions about whether customers are losing out on some combination of price, quality, and innovation. This report will review the significant 1 PricewaterhouseCoopers for IAB (October 2019), Internet Advertising Revenue Report: 2019 First Six Months Results, p.2. -
Google-Doubleclick Acquisition Background Information September 2007
Google-DoubleClick Acquisition Background Information September 2007 On April 13, 2007, Google announced an agreement to acquire DoubleClick, a digital marketing technology and services company. DoubleClick offers online ad serving and management technology to advertisers, web publishers, and ad agencies. It helps companies place their graphical and video ads on Web sites in a highly efficient manner, allowing advertisers to target ads and improve the productivity and results of their online advertising campaigns. • Competition: Google and DoubleClick are not competitors. Google generates most of its revenue from selling space to place text ads on its own website and on small portions of partners' websites. DoubleClick does not sell ad space. Its core products offer support technology for storing, serving, and tracking display ads. In addition, the broader advertising market is highly competitive and dynamic, and thousands of companies compete in selling ad space online. • Privacy: Google has a history of being an advocate for user privacy. Our goal is to improve privacy protection and data security for all Internet users. Users will continue to benefit from our commitment to protecting user privacy following this acquisition. • What People Are Saying: Academics, analysts, legal experts, competitors, advertisers, and newspapers are saying that the acquisition should be approved, noting that Google and DoubleClick are in complementary but not identical markets; Google has a strong track record on privacy; government should allow the free market to work; and that there is minimal legal precedent for rejecting an acquisition of this kind. Benefits of Acquisition Google's goal is to make advertising on the Internet work better: better for users with less intrusive ads, better for advertisers with greater accountability and effectiveness, and better for online publishers with improved monetization and cleaner site integration.