Don't Look Now, You're Being Googled
Total Page:16
File Type:pdf, Size:1020Kb
Load more
Recommended publications
-
Eliciting Informative Feedback: the Peer$Prediction Method
Eliciting Informative Feedback: The Peer-Prediction Method Nolan Miller, Paul Resnick, and Richard Zeckhauser January 26, 2005y Abstract Many recommendation and decision processes depend on eliciting evaluations of opportu- nities, products, and vendors. A scoring system is devised that induces honest reporting of feedback. Each rater merely reports a signal, and the system applies proper scoring rules to the implied posterior beliefs about another rater’s report. Honest reporting proves to be a Nash Equilibrium. The scoring schemes can be scaled to induce appropriate e¤ort by raters and can be extended to handle sequential interaction and continuous signals. We also address a number of practical implementation issues that arise in settings such as academic reviewing and on-line recommender and reputation systems. 1 Introduction Decision makers frequently draw on the experiences of multiple other individuals when making decisions. The process of eliciting others’information is sometimes informal, as when an executive consults underlings about a new business opportunity. In other contexts, the process is institution- alized, as when journal editors secure independent reviews of papers, or an admissions committee has multiple faculty readers for each …le. The internet has greatly enhanced the role of institu- tionalized feedback methods, since it can gather and disseminate information from vast numbers of individuals at minimal cost. To name just a few examples, eBay invites buyers and sellers to rate Miller and Zeckhauser, Kennedy School of Government, Harvard University; Resnick, School of Information, University of Michigan. yWe thank Alberto Abadie, Chris Avery, Miriam Avins, Chris Dellarocas, Je¤ Ely, John Pratt, Bill Sandholm, Lones Smith, Ennio Stachetti, Steve Tadelis, Hal Varian, two referees and two editors for helpful comments. -
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. -
Google to Set up Youtube Channel for Korean Pop 7 November 2011
Google to set up YouTube channel for Korean pop 7 November 2011 Commission. South Korea's Samsung Electronics uses Google's Android operating system for its popular Galaxy smartphone series. The US giant has a 15 percent share of the domestic mobile search market, the third largest after NHN's Naver and Daum, according to research data released in July. But its share of South Korea's entire Internet search Google executive chairman Eric Schmidt agreed market only accounted for 2.4 percent. Monday to set up a YouTube channel exclusively for South Korean pop music, as he began a visit aimed at (c) 2011 AFP expanding his company's presence in the country. Google executive chairman Eric Schmidt agreed Monday to set up a YouTube channel exclusively for South Korean pop music, as he began a visit aimed at expanding his company's presence in the country. The pledge came when Schmidt met President Lee Myung-Bak, Lee's office said. Schmidt agreed to bolster the overseas popularity of South Korean pop by establishing a YouTube channel and also pledged to support Internet start- up firms in South Korea, the office said in a statement. Lee called for active cooperation between Google and South Korean firms while Schmidt stressed the importance of "an open and global-oriented attitude" in developing the Internet market, the statement said. Schmidt arrived earlier in the day for talks with local telecommunications and electronics firms, including KT and SK Telecom, as well as the head of the watchdog Korea Communications 1 / 2 APA citation: Google to set up YouTube channel for Korean pop (2011, November 7) retrieved 24 September 2021 from https://phys.org/news/2011-11-google-youtube-channel-korean.html This document is subject to copyright. -
Dr. Eric Schmidt Eric Schmidt Is Founder of Schmidt Futures
Biography of Dr. Eric Schmidt Eric Schmidt is Founder of Schmidt Futures. Eric is also Technical Advisor to Alphabet Inc., holding company of Google Inc, where he advises its leaders on technology, business and policy issues. Eric was Executive Chairman of Alphabet from 2015-2018, and of Google from 2011-2015. From 2001-2011, Eric served as Google’s Chief Executive Officer, overseeing the company’s technical and business strategy alongside founders Sergey Brin and Larry Page. Under his leadership, Google dramatically scaled its infrastructure and diversified its product offerings while maintaining a strong culture of innovation, growing from a Silicon Valley startup to a global leader in technology. Prior to joining Google, Eric was the chairman and CEO of Novell and chief technology officer at Sun Microsystems, Inc. Previously, he served on the research staff at Xerox Palo Alto Research Center (PARC), Bell Laboratories and Zilog. He holds a bachelor’s degree in electrical engineering from Princeton University as well as a master’s degree and Ph.D. in computer science from the University of California, Berkeley. Eric was elected to the National Academy of Engineering in 2006 and inducted into the American Academy of Arts and Sciences as a fellow in 2007. Since 2008, he has been a trustee of the Institute for Advanced Study in Princeton, New Jersey. Since 2012, Eric has been on the board of the Broad Institute and the Mayo Clinic. Eric was a member of the President’s Council of Advisors on Science 2009-2017. In 2013, Eric and Jared Cohen co-authored The New York Times bestselling book, The New Digital Age: Transforming Nations, Businesses, and Our Lives. -
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. -
David W. Sussman, Are Our Pastimes Past Their Time?
SUSSMAN MACRO DRAFT (DO NOT DELETE) 4/4/2017 2:24 PM ARE OUR PASTIMES PAST THEIR TIME? HOW WILL THE MEDIA INDUSTRY DISRUPTION AND CHANGES TO THE LEGAL ENVIRONMENT AFFECT THE SPORTS INDUSTRY? David W. Sussman† CONTENTS INTRODUCTION ............................................................................. 450 I. THE INCREASED REVENUES AND ASSET VALUES OF SPORTS TEAMS HAVE BEEN DRIVEN LARGELY BY INCREASES IN THE RIGHTS FEES PAID BY MEDIA COMPANIES ......................... 453 II. DISRUPTIONS TO THE ECOSYSTEM OF THE ENTERTAINMENT INDUSTRY ........................................................................... 463 A. Technological Disruptions to the Entertainment Industry Ecosystem ................................................................... 468 1. Audience Fragmentation....................................... 468 2. Disintermediation ................................................. 470 3. Shifting Viewership Choices ................................. 471 4. Ad-Skipping ........................................................... 473 5. Time-Shifting ......................................................... 475 6. Copying of Content ............................................... 478 7. Non-Linear Viewing (VOD) .................................. 479 B. Digital Distribution of Content: The Competitive Alternative to Traditional Platforms .......................... 480 1. OTT Distribution Services .................................... 482 2. Other Emerging Technologies .............................. 483 3. Cord Cutting/Cord Shaving -
Apple and Amazon's Antitrust Antics
APPLE AND AMAZON’S ANTITRUST ANTICS: TWO WRONGS DON’T MAKE A RIGHT, BUT MAYBE THEY SHOULD Kerry Gutknecht‡ I. INTRODUCTION The exploding market for books of all kinds in the form of digital files (“e- books”), which can be read on mobile devices and personal computers, has attracted aggressive competition between the two leading online e-book retail- ers, Amazon, Inc. (“Amazon”) and Apple Inc. (“Apple”).1 While both Amazon and Apple have been accused by critics of engaging in anticompetitive practic- es with regard to e-book sales,2 the U.S. Department of Justice has focused on Apple. In 2012, federal prosecutors brought an antitrust suit against Apple and five of the nation’s largest book publishers—HarperCollins Publishers LLC (“HarperCollins”), Hachette Book Group, Inc. and Hachette Digital (“Hachette”); Holtzbrinck Publishers, LLC d/b/a Macmillan (“Macmillan”); Penguin Group (USA), Inc. (“Penguin”); and Simon & Schuster, Inc. and (“Simon & Schuster”) (collectively, the “Publisher Defendants”)3—for collud- ing in violation of the Sherman Act to raise the retail prices of e-books.4 Each ‡ J.D. Candidate, May 2014, The Catholic University of America, Columbus School of Law. The author would like to thank Calla Brown for her daily support and the CommLaw Conspectus staff for their diligent effort during the writing and editing process. Finally, a special thanks to Antonio F. Perez for providing expert advice during the writing of this paper. 1 Complaint at 2–3, United States v. Apple Inc., 952 F. Supp. 2d 638 (S.D.N.Y. 2013) (No. 12 CV 2826) [hereinafter Complaint]. -
Annual Report 2018
2018Annual Report Annual Report July 1, 2017–June 30, 2018 Council on Foreign Relations 58 East 68th Street, New York, NY 10065 tel 212.434.9400 1777 F Street, NW, Washington, DC 20006 tel 202.509.8400 www.cfr.org [email protected] OFFICERS DIRECTORS David M. Rubenstein Term Expiring 2019 Term Expiring 2022 Chairman David G. Bradley Sylvia Mathews Burwell Blair Effron Blair Effron Ash Carter Vice Chairman Susan Hockfield James P. Gorman Jami Miscik Donna J. Hrinak Laurene Powell Jobs Vice Chairman James G. Stavridis David M. Rubenstein Richard N. Haass Vin Weber Margaret G. Warner President Daniel H. Yergin Fareed Zakaria Keith Olson Term Expiring 2020 Term Expiring 2023 Executive Vice President, John P. Abizaid Kenneth I. Chenault Chief Financial Officer, and Treasurer Mary McInnis Boies Laurence D. Fink James M. Lindsay Timothy F. Geithner Stephen C. Freidheim Senior Vice President, Director of Studies, Stephen J. Hadley Margaret (Peggy) Hamburg and Maurice R. Greenberg Chair James Manyika Charles Phillips Jami Miscik Cecilia Elena Rouse Nancy D. Bodurtha Richard L. Plepler Frances Fragos Townsend Vice President, Meetings and Membership Term Expiring 2021 Irina A. Faskianos Vice President, National Program Tony Coles Richard N. Haass, ex officio and Outreach David M. Cote Steven A. Denning Suzanne E. Helm William H. McRaven Vice President, Philanthropy and Janet A. Napolitano Corporate Relations Eduardo J. Padrón Jan Mowder Hughes John Paulson Vice President, Human Resources and Administration Caroline Netchvolodoff OFFICERS AND DIRECTORS, Vice President, Education EMERITUS & HONORARY Shannon K. O’Neil Madeleine K. Albright Maurice R. Greenberg Vice President and Deputy Director of Studies Director Emerita Honorary Vice Chairman Lisa Shields Martin S. -
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
1 TABLE OF CONTENTS 2 I. INTRODUCTION ...................................................................................................... 2 3 II. JURISDICTION AND VENUE ................................................................................. 8 4 III. PARTIES .................................................................................................................... 9 5 A. Plaintiffs .......................................................................................................... 9 6 B. Defendants ....................................................................................................... 9 7 IV. FACTUAL ALLEGATIONS ................................................................................... 17 8 A. Alphabet’s Reputation as a “Good” Company is Key to Recruiting Valuable Employees and Collecting the User Data that Powers Its 9 Products ......................................................................................................... 17 10 B. Defendants Breached their Fiduciary Duties by Protecting and Rewarding Male Harassers ............................................................................ 19 11 1. The Board Has Allowed a Culture Hostile to Women to Fester 12 for Years ............................................................................................. 19 13 a) Sex Discrimination in Pay and Promotions: ........................... 20 14 b) Sex Stereotyping and Sexual Harassment: .............................. 23 15 2. The New York Times Reveals the Board’s Pattern -
Digital Advertising Standards and Creative Specifications Last Revised: May 26, 2021
Bell Media - Digital Advertising Standards and Creative Specifications Last revised: May 26, 2021 Digital Advertising Standards and Creative Specifications (Last revised: May 26, 2021) To learn more about Bell Media Digital visit: http://www.bellmedia.ca/digital/ Contact [email protected] for any questions Bell Media sites are IAB Canada compliant. All Bell Media ads are served through Google’s DoubleClick for Publishers Premium ad server. Bell Media reserves the right to refuse any advertising/advertisers, make exceptions to this policy on a case-by-case basis, as well as, to make changes and add to this policy at any time. If you have any questions regarding creative submissions, please contact your Bell Media Account Representative. PLEASE NOTE: ANY ELEMENT NOT MEETING SPEC WILL BE RETURNED FOR REVISION, WHICH MAY DELAY THE EXPECTED LAUNCH DATE AND RESULT IN LOST IMPRESSIONS Page 1 of 27 Bell Media - Digital Advertising Standards and Creative Specifications Last revised: May 26, 2021 Contents Available Web Ad Placements ......................................................................................................................... 4 . ESPN Ad Sizes ................................................................................................................................................. 5 Apple News .............................................................................................................................................................. 5 SLA Creative Deadlines ..................................................................................................................................... -
UC Riverside UCR Honors Capstones 2016-2017
UC Riverside UCR Honors Capstones 2016-2017 Title GTWENDS Permalink https://escholarship.org/uc/item/41g0w0q9 Author Asfour, Mark Publication Date 2017-12-08 Data Availability The data associated with this publication are within the manuscript. eScholarship.org Powered by the California Digital Library University of California GTWENDS By Mark Jeffrey Asfour A capstone project submitted for Graduation with University Honors October 20, 2016 University Honors University of California, Riverside APPROVED ______________________________ Dr. Evangelos Christidis Department of Computer Science & Engineering ______________________________ Dr. Richard Cardullo, Howard H Hays Chair and Faculty Director, University Honors Associate Vice Provost, Undergraduate Education Abstract GTWENDS is an online interactive map of the United States of America that displays the locations of trending Twitter tweets, Google Search trends, and Google Hot Trends topics. States on the map are overlaid with a blue color where Twitter trends originate and a red color where Google trends originate with respective opacity levels varying based on the levels of interest from each website. Through the use of web crawling, map-reducing, and utilizing distributed processing, this project allows visitors to have an interactive geographic visual representation of current national social media topic activities. Visitors can use GTWENDS to learn about social media trends by observing where trends originate from, comparing the contrasts and similarities between trends from Twitter and Google, understanding what types of events trigger mass social media sharing, and much more. ii Acknowledgements I have worked on and developed GTWENDS with my classmates, Mehran Ghamaty (University of California, Riverside Spring 2016) and Jacob Xu (University of California, Riverside Spring 2016), during our senior design project class, CS 179G Databases Spring 2016, under the supervision of my professor and mentor, Professor Evangelos Christidis.