DOCSLIB.ORG

Pay-Per-Question: Towards Targeted Q&A with Payments

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Pay-Per-Question: Towards Targeted Q&A with Payments Pay-per-Question: Towards Targeted Q&A with Payments Steve T.K. Jan, Chun Wang Qing Zhang Gang Wang Computer Science School of Education Computer Science Virginia Tech Virginia Tech Virginia Tech Blacksburg, VA, USA, 24060 Blacksburg, VA, USA, 24060 Blacksburg, VA, USA, 24060 {tekang, wchun}@vt.edu [email protected] [email protected] ABSTRACT Fenda is a social network app that connects users to well- Online question and answer (Q&A) services are facing key known domain experts and celebrities to ask questions with challenges to motivate domain experts to provide quick and payments. Launched in May 2016, Fenda quickly gained 10 high-quality answers. Recent systems seek to engage real- million registered users, 500K paid questions, and 2 million world experts by allowing them to set a price on their answers. US dollar revenue in the first 2 months [44]. The success This leads to a “targeted” Q&A model where users to ask of Fenda has created a new wave of payment-based Q&A questions to a target expert by paying the price. In this pa- services in China (Zhihu, DeDao, Weibo QA) and the U.S. per, we perform a case study on two emerging targeted Q&A (Whale, Campfire.fm, Yam). systems Fenda (China) and Whale (US) to understand how Fenda focuses on verified, real-world domain experts, which monetary incentives affect user behavior. By analyzing a large is different from earlier payment-based Q&A services driven dataset of 220K questions (worth 1 million USD), we find that by an anonymous crowd (e.g., Google Answers, ChaCha [2, payments indeed enable quick answers from experts, but also 11, 19]). More specifically, Fenda uses a targeted model where drive certain users to game the system for profits. In addition, users ask questions to a target expert by paying the question this model requires users (experts) to proactively adjust their fee set by the expert. This model seeks to better engage and price to make profits. People who are unwilling to lower their motivate experts. In addition, Fenda is the first system that prices are likely to hurt their income and engagement over explicitly rewards people for asking good questions. After a time. question is answered, other users in the network need to pay a ACM Classification Keywords small amount ($0.14) to access to the answer. This “listening fee” will be split evenly between the question asker and the H.5.0 Information Interfaces and Presentation (e.g. HCI): Mis- answerer (Figure1). A good question may attract enough cellaneous; J.4 Computer Applications: Social and Behavioral listeners to compensate the initial question fee. Sciences In this paper, we seek to understand the effectiveness of the Author Keywords targeted Q&A model and the impact of monetary incentives Online Q&A Service; Crowdsourcing; Payments to the Q&A system. By performing a case study on Fenda and a U.S.-based system Whale [42], we explore the answers INTRODUCTION to a list of key questions: How does the question price af- The success of online question and answer (Q&A) services de- fect the answering speed? What is the potential problematic pends on the active participation of users, particularly domain user behavior caused by the monetary incentives? Whether experts. With highly engaging experts, services like Quora and how could the pricing behavior predict user income and and StackOverflow attract hundreds of millions of visitors engagement level? These questions are critical for payment- worldwide [47]. However, for most Q&A systems, domain based Q&A design, and Fenda and Whale provide a unique experts are answering questions voluntarily for free. As the opportunity to study them. question volume going up, it becomes difficult to draw experts’ attention to a particular question, let alone getting answers For our analysis, we collected a large dataset of 88,540 users on-demand [34]. and 212,082 answers from Fenda (2 months in 2016), and 1,419 users and 9,199 answers from Whale (6 months in 2016– To motivate domain experts, one possible direction is to in- 2017), involving over 1 million dollar transactions. Our analy- troduce monetary incentives [10]. Recently, a payment-based sis makes three key findings: Q&A service called Fenda [4] is rising quickly in China. • First, using the new incentive model, both Fenda and Permission to make digital or hard copies of all or part of this work for personal or Whale successfully attract a small group of high-profile classroom use is granted without fee provided that copies are not made or distributed experts who make significant contributions to the commu- for profit or commercial advantage and that copies bear this notice and the full citation nity. Fenda experts count for 0.5% of the user population, on the first page. Copyrights for components of this work owned by others than ACM must be honored. Abstracting with credit is permitted. To copy otherwise, or republish, but have contributed a quarter of all answers and nearly half to post on servers or to redistribute to lists, requires prior specific permission and/or a of the revenue. fee. Request permissions from [email protected]. GROUP 2018, January 7–10, 2018, Sanibel Island, FL, USA • Second, the incentive model has a mixed impact on user Copyright © 2018 Association of Computing Machinery. ACM ISBN 978-1-4503-5562-9/18/01 ...$15.00. behavior. Monetary incentive enables quick answers (av- http://dx.doi.org/10.1145/3148330.3148332 erage delay 10–23 hours) and motivates users to ask good Service Q&A Model Fee? Mobile? Content Fenda Targeted Y Y Text/Audio questions. However, we find a small number of manipula- Whale Targeted Y Y Text/Video tive users who either aggressively ask questions to make Jisiklog Crowdsource Y Y Text money from listeners, or collude/collaborate to improve ChaCha Crowdsource Y Y Text their perceived popularity. Google Answer Crowdsource Y N Text Mahalo Answer Crowdsource Y N Text • Third, we find that different pricing strategies of users Naver Q&A Crowdsource N N Text (question answerers) can affect their own engagement level. Quora Crowdsource N N Text Yahoo Answer Crowdsource N N Text Users who proactively adjust their price are more likely to StackOverflow Crowdsource N N Text increase income and engagement level. However, certain Table 1. Fenda/Whale vs. other Q&A services. celebrities are unwilling to lower their price, which in turn hurts their income and social engagement. (most are defunct) are driven by an anonymous crowd instead To the best of our knowledge, this is the first empirical study of a social network that engages real-world experts. Users are on payment-based, targeted Q&A services. Our study pro- primarily driven by financial incentives without a strong sense vides practical guidelines for other arising payment-based of community [19, 10]. This is concerning since research Q&A services (Zhihu, DeDao, Campfire.fm, Yam) and reveals shows monetary incentive plays an important role in getting key implications for future online Q&A system design. We users started, but it is the social factors that contribute to the believe this is a first step towards understanding the economy persistent participation [28]. of community-based knowledge sharing. Researchers have studied the impact of monetary incentives RELATED WORK but the conclusions vary. Some researchers find that monetary Online Question Answering. In recent years, researchers incentives improve the answer quality [9] and the response have studied online Q&A services from various aspects [33]. rate [49]. Others suggest that payments merely reduce the Early studies have focused on identifying domain experts [26, response delay but have no significant impact on the answer 8] and routing user questions to the right experts [20, 27, 39]. quality [2, 12, 11]. Studies also show that payment-based Other works focused on assessing the quality of existing ques- Q&A can reduce low-quality questions since users are more tions and answers [36, 29, 45, 30, 37,1,9, 35] and detecting selective regarding what to ask [10, 11]. low quality (or even abusive) content [16]. Finally, researchers Mobile Q&A. Mobile Q&A services leverage the ubiquitous also studied Q&A activities in online social networks [25,7]. mobile devices to enable user-friendly Q&A experience [18, As the sizes of Q&A systems rapidly grow, it becomes chal- 19]. Systems like ChaCha and Jisiklog allow users to interact lenging to engage with experts for timely and high-quality with an online crowd via text messages. Fenda and Whale answers [34]. are also mobile-only Q&A services (their web interfaces are Crowdsourcing vs. Targeted Q&A. As shown in Table1, read-only). The questions in Fenda and Whale are still written most Q&A systems rely on crowdsourcing where any users in text, but the answers are recorded vide/audio messages. in the community can answer the question. Fenda and Whale adopt a targeted Q&A model where users can ask questions to RESEARCH QUESTIONS AND METHOD a target expert with payments. In this targeted Q&A model, it Systems like Fenda and Whale are leading the way to socially is the answerer (e.g., the expert) who has the upper hand to set engage with real-world experts for question answering. The the price for their answers. This differs Fenda and Whale from introduction of monetary incentives makes user interactions the earlier crowdsourcing Q&A services (e.g., Google An- even more complex. If not carefully designed, monetary incen- swers [2], and Mahalo [11]), and the broader crowdsourcing tives can lead the systems down to the wrong path with users marketplace (e.g., Mechanical Turk) [17].
Load more

Recommended publications
  • Networking Best Practices for Large Deployments Google, Inc
    Networking Best Practices for Large Deployments Google, Inc. 1600 Amphitheatre Parkway Mountain View, CA 94043 www.google.com Part number: NETBP_GAPPS_3.8 November 16, 2016 © Copyright 2016 Google, Inc. All rights reserved. Google, the Google logo, G Suite, Gmail, Google Docs, Google Calendar, Google Sites, Google+, Google Talk, Google Hangouts, Google Drive, Gmail are trademarks, registered trademarks, or service marks of Google Inc. All other trademarks are the property of their respective owners. Use of any Google solution is governed by the license agreement included in your original contract. Any intellectual property rights relating to the Google services are and shall remain the exclusive property of Google, Inc. and/or its subsidiaries (“Google”). You may not attempt to decipher, decompile, or develop source code for any Google product or service offering, or knowingly allow others to do so. Google documentation may not be sold, resold, licensed or sublicensed and may not be transferred without the prior written consent of Google. Your right to copy this manual is limited by copyright law. Making copies, adaptations, or compilation works, without prior written authorization of Google. is prohibited by law and constitutes a punishable violation of the law. No part of this manual may be reproduced in whole or in part without the express written consent of Google. Copyright © by Google Inc. Google provides this publication “as is” without warranty of any either express or implied, including but not limited to the implied warranties of merchantability or fitness for a particular purpose. Google Inc. may revise this publication from time to time without notice.
    [Show full text]
  • Predicting Web Searcher Satisfaction with Existing Community-Based Answers
    Predicting Web Searcher Satisfaction with Existing Community-based Answers Qiaoling Liu§, Eugene Agichtein§, Gideon Dror†, Evgeniy Gabrilovich‡, Yoelle Maarek†, Dan Pelleg†, Idan Szpektor†, §Emory University, Atlanta, GA, USA †Yahoo! Research, Haifa, Israel ‡Yahoo! Research, Santa Clara, CA, USA {qliu26, eugene}@mathcs.emory.edu, {gideondr, gabr, yoelle, dpelleg, idan}@yahoo-inc.com ABSTRACT 1. INTRODUCTION Community-based Question Answering (CQA) sites, such “Just because Google exists doesn’t mean you should as Yahoo! Answers, Baidu Knows, Naver, and Quora, have stop asking people things.” – Alexia Tsotsis [35] been rapidly growing in popularity. The resulting archives Community-based Question Answering (CQA) sites, such of posted answers to questions, in Yahoo! Answers alone, as Yahoo! Answers, Baidu Knows, and Naver Ji-Sik-In, as already exceed in size 1 billion, and are aggressively indexed well as more social-oriented newcomers such as Vark and by web search engines. In fact, a large number of search Quora, have gained substantial popularity over the recent engine users benefit from these archives, by finding existing years, effectively filling a niche left by the mainstream Web answers that address their own queries. This scenario poses search engines. People around the globe resort to commu- new challenges and opportunities for both search engines nity help for a variety of reasons, from lack of proficiency in and CQA sites. To this end, we formulate a new problem of Web search to seeking an answer “with a human touch”. Al- predicting the satisfaction of web searchers with CQA an- though some of these sites allow for monetary payments in swers.
    [Show full text]
  • Google Ngram Viewer by Andrew Weiss
    Google Ngram Viewer By Andrew Weiss Digital Services Librarian California State University, Northridge Introduction: Google, mass digitization and the emerging science of culturonomics Google Books famously launched in 2004 with great fanfare and controversy. Two stated original goals for this ambitious digitization project were to replace the generic library card catalog with their new “virtual” one and to scan all the books that have ever been published, which by a Google employee’s reckoning is approximately 129 million books. (Google 2014) (Jackson 2010) Now ten years in, the Google Books mass-digitization project as of May 2014 has claimed to have scanned over 30 million books, a little less than 24% of their overt goal. Considering the enormity of their vision for creating this new type of massive digital library their progress has been astounding. However, controversies have also dominated the headlines. At the time of the Google announcement in 2004 Jean Noel Jeanneney, head of Bibliothèque nationale de France at the time, famously called out Google’s strategy as excessively Anglo-American and dangerously corporate-centric. (Jeanneney 2007) Entrusting a corporation to the digitization and preservation of a diverse world-wide corpus of books, Jeanneney argues, is a dangerous game, especially when ascribing a bottom-line economic equivalent figure to cultural works of inestimable personal, national and international value. Over the ten years since his objections were raised, many of his comments remain prescient and relevant to the problems and issues the project currently faces. Google Books still faces controversies related to copyright, as seen in the current appeal of the Author’s Guild v.
    [Show full text]
  • The Power of Google: Serving Consumers Or Threatening Competition? Hearing Committee on the Judiciary United States Senate
    S. HRG. 112–168 THE POWER OF GOOGLE: SERVING CONSUMERS OR THREATENING COMPETITION? HEARING BEFORE THE SUBCOMMITTEE ON ANTITRUST, COMPETITION POLICY AND CONSUMER RIGHTS OF THE COMMITTEE ON THE JUDICIARY UNITED STATES SENATE ONE HUNDRED TWELFTH CONGRESS FIRST SESSION SEPTEMBER 21, 2011 Serial No. J–112–43 Printed for the use of the Committee on the Judiciary ( U.S. GOVERNMENT PRINTING OFFICE 71–471 PDF WASHINGTON : 2011 For sale by the Superintendent of Documents, U.S. Government Printing Office Internet: bookstore.gpo.gov Phone: toll free (866) 512–1800; DC area (202) 512–1800 Fax: (202) 512–2104 Mail: Stop IDCC, Washington, DC 20402–0001 VerDate Nov 24 2008 11:11 Dec 21, 2011 Jkt 071471 PO 00000 Frm 00001 Fmt 5011 Sfmt 5011 S:\GPO\HEARINGS\71471.TXT SJUD1 PsN: CMORC COMMITTEE ON THE JUDICIARY PATRICK J. LEAHY, Vermont, Chairman HERB KOHL, Wisconsin CHUCK GRASSLEY, Iowa DIANNE FEINSTEIN, California ORRIN G. HATCH, Utah CHUCK SCHUMER, New York JON KYL, Arizona DICK DURBIN, Illinois JEFF SESSIONS, Alabama SHELDON WHITEHOUSE, Rhode Island LINDSEY GRAHAM, South Carolina AMY KLOBUCHAR, Minnesota JOHN CORNYN, Texas AL FRANKEN, Minnesota MICHAEL S. LEE, Utah CHRISTOPHER A. COONS, Delaware TOM COBURN, Oklahoma RICHARD BLUMENTHAL, Connecticut BRUCE A. COHEN, Chief Counsel and Staff Director KOLAN DAVIS, Republican Chief Counsel and Staff Director SUBCOMMITTEE ON ANTITRUST, COMPETITION POLICY AND CONSUMER RIGHTS HERB KOHL, Wisconsin, Chairman CHUCK SCHUMER, New York MICHAEL S. LEE, Utah AMY KLOBUCHAR, Minnesota CHUCK GRASSLEY, Iowa AL FRANKEN, Minnesota JOHN CORNYN, Texas RICHARD BLUMENTHAL, Connecticut CAROLINE HOLLAND, Democratic Chief Counsel/Staff Director DAVID BARLOW, Republican General Counsel (II) VerDate Nov 24 2008 11:11 Dec 21, 2011 Jkt 071471 PO 00000 Frm 00002 Fmt 5904 Sfmt 5904 S:\GPO\HEARINGS\71471.TXT SJUD1 PsN: CMORC C O N T E N T S STATEMENTS OF COMMITTEE MEMBERS Page Feinstein, Hon.
    [Show full text]
  • April 5, 2012 Isabelle Falque-Pierrotin Presidente CNIL 8, Rue
    April 5, 2012 Isabelle Falque-Pierrotin Presidente CNIL 8, rue Vivienne 75002 Paris, FR Re: Google Dear Madame la Presidente, Thank you for your letter and questionnaire of March 16, 2012, responding to our letter to you of February 28, 2012. We are happy to provide the additional information you request. Your questionnaire is wide ranging, covering a number of technical and legal areas in detail. Only some of the 69 questions you ask relate to our new Privacy Policy changes specifically, with many of the questions exploring broader privacy matters. While we are committed to providing the CNIL and all European data protection authorities with answers to the questions asked, we will, as agreed with your staff, need slightly longer than the time you have suggested to respond. As an interim step, we attach our responses to questions 1 to 24. The rest will follow as soon as complete. In addition to our written responses, Google would, as noted in our letter of February 28, 2012, also welcome the chance to meet with the CNIL to explain and discuss Google’s approach to providing information to users. This is an important issue for us. We have taken a great deal of time and care in designing our approach. In our very first letter to the CNIL on this topic, we emphasised that while we did not feel able to pause the implementation of our Privacy Policy, we would welcome the opportunity to discuss how and where Google provides information to our users. We have reached out many times to the CNIL asking for a meeting to discuss this, and we make that offer again now.
    [Show full text]
  • The Eight Pillars of Innovation
    The Eight Pillars of Innovation Susan Wojcicki, Senior Vice President of Advertising, offers a Google-eye view on how to stay creative. WORDS BY Susan Wojcicki ILLUSTRATION BY Robert Samuel Hanson he greatest innovations are the ones we take for granted, like light bulbs, refrigeration and penicillin. But in a world where the miraculous very quickly becomes common-place, how can a company, especially one as big as Google, maintain a spirit of innovation year after year? THINK INNOVATION 33 Nurturing a culture that allows for When we start work in a new area, He began scanning pages, timed how innovation is the key. As we’ve grown to it’s often because we see an important long it took with a metronome, ran over 26,000 employees in more than 60 issue that hasn’t been solved and we’re the numbers and realized it would be offices, we’ve worked hard to maintain confident that technology can make possible to bring the world’s books the unique spirit that characterized a difference. For example, Gmail was online. Today, our Book Search index Google way back when I joined as created to address the need for more contains over 10 million books. employee #16. web email functionality, great search Similarly, AdSense, which delivers At that time I was Head of Marketing and more storage. contextual ads to websites, started (a group of one), and over the past Our mission is one that has the when one engineer put ads in decade I’ve been lucky enough to work potential to touch many lives, and Gmail.
    [Show full text]
  • Google Answers: Improving an Interactive Tutorial on Searching with Google
    Google Answers: Improving an interactive tutorial on searching with Google Log in | Google Answers Home View Question Ask a Question Q: Improving an interactive tutorial on searching with Google ( Answered , 21 Comments ) Question Subject: Improving an interactive tutorial on searching with Posted: 08 Jan 2004 17:59 PST Google Expires: 07 Feb 2004 17:59 Category: Computers > Internet PST Asked by: nancyb-ga Question ID: 294577 List Price: $25.00 As you may know, I've written Google Guide, a free online tutorial on searching with Google, which you can find on the web at www.googleguide.com. Please review Google Guide, and let me know ways in which I can improve its content, including but not limited to search tips, clearer explanations, inaccuracies, typos, omissions, better or additional exercises, and solutions to the exercises. Answer Subject: Re: Improving an interactive tutorial on searching with Google Answered By: voila-ga on 25 Jan 2004 18:20 PST Rated: Nancy, we must stop meeting like this ... ;-) I was very glad to help you with this edit. The only way I know to do a site review is from top to bottom. Since I'd been meaning to take one of these search tutorials, your question gave me that added push to sit down and apply myself. It was a thoroughly enjoyable experience and I learned quite a bit -- even as a semi-experienced researcher. In this first section, I wanted to link-document a few of my previous editing choices for you. But, please, I'm not really a philodox so whichever style preference you choose will be perfectly fine as long as you use it consistently throughout.
    [Show full text]
  • CQR Google's Dominance
    Res earc her Published by CQ Press, an Imprint of SAGE Publications, Inc. CQ www.cqresearcher.com Google’s Dominance Is the online-search giant too powerful? he meteoric rise of Google in just 13 years has revolutionized the Internet. But competitors are growing wary as the Silicon Valley icon, known for T its “Don’t Be Evil” motto, strengthens its dominance over online searching and advertising and rapidly expands into new areas. Up to 70 percent of online searches in the United States are conducted on Google, whose vast portfolio includes air - line ticketing, comparison shopping, social networking and mobile- phone software. In addition, Google has proposed a $12.5 billion acquisition of Motorola Mobility, a major manufacturer of wireless A Google employee walks across the campus at the company’s Mountain View, Calif., headquarters. phones and other electronic devices. Critics portray Google as a Some 70 percent of Internet searches in the United States are conducted on Google, whose vast portfolio also includes airline ticketing, comparison shopping, monopoly that leverages its power in order to bully rivals. Google social networking and mobile-phone software. strongly denies the accusations and counters that alternatives are I one click away. Now, regulators in the United States and abroad N THIS REPORT are examining whether Google has run afoul of antitrust laws and S THE ISSUES ....................955 should be reined in. I BACKGROUND ................962 D CHRONOLOGY ................963 E CURRENT SITUATION ........968 CQ Researcher • Nov. 11, 2011 • www.cqresearcher.com AT ISSUE ........................969 Volume 21, Number 40 • Pages 953-976 OUTLOOK ......................971 RECIPIENT OF SOCIETY OF PROFESSIONAL JOURNALISTS AWARD FOR BIBLIOGRAPHY ................974 EXCELLENCE N AMERICAN BAR ASSOCIATION SILVER GAVEL AWARD THE NEXT STEP ..............975 GOOGLE ’S DOMINANCE CQ Re search er Nov.
    [Show full text]
  • Work Rules! Insights from Inside Google That Will Transform How You Live and Lead by Laszlo Bock
    Work Rules! Insights from Inside Google That Will Transform How You Live and Lead By Laszlo Bock Every year, tens of thousands of people visit the Google campus in Mountain View, California. They include policy-makers, business and social entrepreneurs, CEOs and celebrities, heads of state, princes and queens. These people all want to find out for themselves: What’s the famous Google culture really all about? Do employees really get to do whatever they want with 20% of their time? And where does their innovation come from? Even Google’s own employees, “Googlers” as they call themselves, sometimes wonder why the company does things the way it does. For example, new managers at Google who are keen to build a team and start on a project often wonder: “Why do we spend so much time on recruiting?” Work Rules! is Laszlo Bock’s attempt to answer these and other questions. Since 2006, Laszlo Bock has led Google’s human resources function, which includes all areas related to the attraction, development and retention of Googlers, of which there are now more than 70,000 in over sixty offices worldwide. Over the last decade, Fortune has named Google the “Best Company to Work For,” an unprecedented five times. According to LinkedIn, Google is by far the most sought- after place to work on the planet. Every year, Bock’s team receives over two million applications, representing individuals from every background and culture on Earth. Of these, Google hires only a few thousand per year, making Google twenty-five times more selective than Harvard! Prior to joining Google, Bock had held both blue-collar and white-collar jobs.
    [Show full text]
  • Universidad De El Salvador Facutad Multidisciplinaria Oriental Departamento De Ciencias Y Humanidades Seccion De Educacion
    UNIVERSIDAD DE EL SALVADOR FACUTAD MULTIDISCIPLINARIA ORIENTAL DEPARTAMENTO DE CIENCIAS Y HUMANIDADES SECCION DE EDUCACION AÑO ACADEMICO: CICLO II, 2018 TEMA: LOS BUSCADORES (GOOGLE) DOCENTE: JORGE ENESTO PORTILLO. ESTUDINTE: GRANADOS VENTURA JOSE ISAAC. CIUDAD UNIVERSITARIA ORIENTAL, OCTUBRE 2018 INTRODUCCION En el presente trabajo daremos a conocer una gama de buscadores que son útiles para que las personas, busquen información de acuerdo a su intereses, cada buscador posee sus ventajas y desventajas en esta sección solo se presentara una síntesis por cada uno de los buscadores nos centraremos en aspectos importantes sobre el buscador google, su conceptos así como también sus aspectos generales, las características que este posee como material didáctico, además su clasificación, luego presentamos la importancia que este tiene para el procesos de enseñanza aprendizaje, así como también las ventas y desventajas que este buscador tiene, de igual manera se presentara el procesos detallado para la elaboración de la búsqueda de información de google, y el procesos como se usa en el aula. 2 INDICE OBJETIVOS.................................................................................................................................................... 5 OBJETIVO GENERAL. ..................................................................................................................................... 5 OBJETIVO ESPECIFICOS. ...........................................................................................................................
    [Show full text]
  • Finding a Growth Business Model at Stackoverflow-Final2
    S TANFORD U NIVERSITY 2 0 1 0 - 2 0 4 - 1 S CHOOL OF E NGINEERING C ASEP UBLISHER Rev. July 20, 2010 CITE AS: M. Sewak et al. “Finding a Growth Business Model at Stack Overflow, Inc.” Stanford CasePublisher 204-2010-1. 18 May 2010. FINDING A GROWTH BUSINESS MODEL AT STACK OVERFLOW, INC. T ABLE OF C ONTENTS Introduction 1. The Founders 1.1. Joel Spolsky 1.2. Jeff Atwood 2. History of Online Q&A Sites 3. History of Stack Overflow 3.1. Metrics 3.2. Market Reaction 4. Revenue Models 5. Overall Market 6. User Growth Models for Stack Overflow 6.1. Hosted Whitelabel 6.2. Network of Experts 6.3. Monolithic Site 7. Recent Financing Activity 8. The Future 9. Discussion Questions 10. Exhibits 11. References Professors Micah Siegel (Stanford University) and Fred Gibbons (Stanford University) guided the de- velopment of this case using the CasePublisher service as the basis for class discussion rather than to il- lustrate either effective or ineffective handling of a business situation. S TANFORD 204-2010-01 Finding Business Model at Stack Overflow Introduction ! Joel Spolsky and Je" Atwood had launched Stack Overflow less than two years ago, and it had already crossed the 175,000 mark in terms of registered users. The creation of an open platform where programming questions were promptly answered was an achievement in itself. However, Spolsky and Atwood faced their next challenge: coming up with a revenue model to monetize the popularity of Stack Overflow. Led by their frustration with other programming related Q&A websites, Spolsky and At- wood had started Stack Overflow to enable users to find answers to programming questions.
    [Show full text]
  • Google Research Questionnaire Sign Up
    Google Research Questionnaire Sign Up Unsubstantial and muscular Beauregard minglings so repetitively that Izak unrounds his bristles. Wooden and unrepelled Sebastien cuffs her climbings cul-de-sacs herborize and reeve endosmotically. Is Deryl eirenic or betrothed after opening Barrett confederate so happily? Watch videos from google sign The questionnaire tool is possible. How did those who agreed differ from those who did not agree? Google Forms is like cloud-based questionnaire and survey guide with. This is illustrated in exercise following hypothetical example. URLs and foyer you pages. IRBs, and others to then work together as best as possible to detect, prevent, and address this problem in ongoing and future studies. Plus, they reflect my emails at all hours! See people you know create a QR Code for your Google form getting help your cartoon to mention easily. Using Google Forms to collect content from our customers saved me hours of work. Join the google slides presentation and questionnaires for several different order to offer feedback for employees. Play this game with your favorite compatible controller. Make use google researchers have regular contests for? The field name and download apps that you have taken this up to know so you received from freelancers and. Customize google forms. If he make a bachelor on any team, cap is often seen against you. By now, you should have a good idea of who you want to interview, and responses from potential participants should be rolling in. This pdf version of user any queries? Instead of paying all participants in time study, researchers can alternatively provide a lottery for compensation, whereby a smaller number of participants are randomly chosen to glass a larger amount of compensation.
    [Show full text]