%{search_type} search results

• List of Figures.List of Tables.List of Maps.Series Editor's Preface.Acknowledgments.1 Uncovering the Geography of the Internet Industry.2 Origins and Shape of the Internet.3 Mapping the Internet Industry.4 Economic Clusters, Knowledge Management and Venture Capital.5 Connecting Venture Capital to the Geography of the Internet Industry.6 Finance and the Brokering of Knowledge.7 Foundation for the Dot-com Boom.8 Panning for Digital Gold.9 Dot-com Hangover?.Bibliography.Appendix A - Measuring The Internet Industry.Appendix B - Interview Methodology and Geographic Definitions.Notes.References.Index.
• (source: Nielsen Book Data)

This groundbreaking book analyses the geography of the commercial Internet industry. It presents the first accurate map of Internet domains in the world, by country, by region, by city, and for the United States, by neighborhood. It demonstrates the extraordinary spatial concentration of the Internet industry. It explains the geographic features of the high tech venture capital behind the Internet economy. It demonstrates how venture capitalists' abilities to create and use tacit knowledge contributes to the clustering of the internet industry. It draws on in-depth interviews and field work in San Francisco Bay Area and New York City.
(source: Nielsen Book Data)

A few years ago, MySpace.com was just an idea kicking around a Southern California spam mill. Scroll down to the present day and MySpace is one of the most visited Internet destinations in America, displaying more than 40 billion webpage views per month and generating nearly $1 billion annually for Rupert Murdoch's online empire. Even by the standards of the Internet age, the MySpace saga is an astounding growth story, which climaxed with the site's acquisition by Murdoch's News Corporation in 2005 for a sum approaching one billion dollars. But more than that, it may be the defining drama of the digital era. In "Stealing MySpace, " Pulitzer Prize-winning journalist Julia Angwin chronicles the rise of this Internet powerhouse. With an unerring eye, Angwin details how MySpace took the Internet by storm by grabbing the best ideas from around the Web, encouraging pinup stars such as Tila Tequila to make their home on its pages and giving everyone freedom to experiment with online identities-including using somebody else's identity. "Stealing MySpace" introduces us to the site's founders, Chris DeWolfe and Tom Anderson, who dabbled in computer hacking, online pornography, spam, and spyware before starting MySpace. Although their street savvy, doggedness, and clubbing skills far eclipsed their tech prowess, they stumbled their way to success and soon found themselves at ground zero of a high-stakes war that pitted Rupert Murdoch against his frequent nemesis, the combative Viacom CEO Sumner Redstone. Angwin sheds light on the dizzying backroom deals that allowed Murdoch to snatch MySpace from Viacom's grasp even as the MySpace founders remained in the dark about their own fate. Then she takes us inside the Murdoch empire as DeWolfe and Anderson lobby furiously to regain control of their creation. Venturing beyond the business aspects of the story, Angwin also explores the Internet culture, a voyeuristic world in which MySpace must stay one step ahead of amateur pornographers, sexual predators, and "spoofers" who set up fake profiles (Rupert Murdoch himself tolerates dozens of phony "Ruperts" on the site) and cope with the general excesses and sometimes illegal acts of a community of account holders equal in number to the population of Japan. In "Stealing MySpace, " Julia Angwin dishes on the epic real-world battle for control of a virtual empire. In a savvy, smart, fast-paced narrative reminiscent of Bryan Burrough and John Helyar's Barbarians at the Gate and Michael Lewis's The New New Thing, "Stealing MySpace" tells is the whole gripping story behind a breakout cultural phenomenon.
(source: Nielsen Book Data)

• Prologue: searching for Google
• The world according to Google: biography of a search engine
• Googlenomics: cracking the code on internet profits
• Don't be evil: how Google built its culture
• Google's cloud: building data centers that hold everything ever written
• Outside the box: the Google phone company and the Google TV company
• GuGe: Google's moral dilemma in China
• Google.gov: is what's good for Google good for government - or the public?
• Epilogue: chasing taillights.

It is best known for its search engine, but as Steven Levy explains, Google's ambitions go far beyond internet searching. It has moved into mobile phones, computer operating systems, television, and is the most powerful company in the advertising business. Its advertising business produces revenues so substantial that the company has no difficulty funding all its other projects. The company has an unusual corporate culture, which Levy describes. The founders are often seen on Rollerblades, there are exercise breaks for employees and certain foods are either free or minimally priced. There is simultaneously an atmosphere of seriousness and playfulness. What role this corporate culture plays in the company's success is one question that In the Plex will address. For example, every Googler has 20% time -- employees are allowed to spend 20% of their time on projects of their own devising. No manager can prevent this. Some successful corporate businesses have come from 20% time. Levy provides the background on Google's decision to enter the Chinese market, a decision that was controversial within the company at the time and which has recently made news as Google threatens to withdraw from China. He explains how "cloud computing" is the next frontier for Google, and he takes the reader into product development, including products that should be reaching market around the time the book is published. He explains what Google is doing to counter the rise of social networks such as Facebook (Google has its own social network), real-time competitors such as Twitter, and the looming risk of government regulation because of its dominance of the internet.
(source: Nielsen Book Data)

• The world according to Google: biography of a search engine
• Googlenomics: cracking the code on internet profits
• Don't be evil: how Google built its culture
• Google's cloud: how Google built data centers and killed the hard drive
• Outside the box: the Google phone company. and the Google t.v. company
• Guge: Google moral dilemma in China
• Google.gov: is what's good for Google, good for government or the public?
• Epilogue: chasing tail lights: trying to crack the social code.

It is best known for its search engine, but as Steven Levy explains, Google's ambitions go far beyond internet searching. It has moved into mobile phones, computer operating systems, television, and is the most powerful company in the advertising business. Its advertising business produces revenues so substantial that the company has no difficulty funding all its other projects. The company has an unusual corporate culture, which Levy describes. The founders are often seen on Rollerblades, there are exercise breaks for employees and certain foods are either free or minimally priced. There is simultaneously an atmosphere of seriousness and playfulness. What role this corporate culture plays in the company's success is one question that In the Plex will address. For example, every Googler has 20% time -- employees are allowed to spend 20% of their time on projects of their own devising. No manager can prevent this. Some successful corporate businesses have come from 20% time. Levy provides the background on Google's decision to enter the Chinese market, a decision that was controversial within the company at the time and which has recently made news as Google threatens to withdraw from China. He explains how "cloud computing" is the next frontier for Google, and he takes the reader into product development, including products that should be reaching market around the time the book is published. He explains what Google is doing to counter the rise of social networks such as Facebook (Google has its own social network), real-time competitors such as Twitter, and the looming risk of government regulation because of its dominance of the internet.
(source: Nielsen Book Data)

• Meet Google's founders
• The origin and history of Google
• Internet search: the historical context
• What made Google so much better?
• The wonderful world of work and play at Google
• How Google uses fun to attract customers
• Google philanthropy
• Google and education
• Using google to make money
• Google controversies
• The future of google.

Each Book in the Series: explains how the company changed the way we live, work, enjoy leisure, communicate, drive, or shop; details each company's history, innovations and competitive advantage, missteps, financial results, and future prospects; spotlights entrepreneurs and the methods they used to achieve stellar results; and, provides timelines for context, trivia for fun, case studies for learning, and executive biographies for interest and profit. Chapters in the Book: present biographies of the founders, and the historical context in which they launched the company; show how Google's treatment of employees - food for free, concierge services, laundry facilities, and more - set the bar high for any company eager to attract the best and brightest; assess Google's impact on society, technology, processes, methods, etc.; show how Google beat Yahoo and other companies working hard to create a roadmap of the Internet; detail financial results over the years; and, predict Google's future prospects.
(source: Nielsen Book Data)

• 00: Introduction--
• 01: 1998--
• 02: Microsoft antitrust--
• 03: Search: Google versus Microsoft--
• 04: Digital music: Apple versus Microsoft--
• 05: Smartphones--
• 06: Tablets--
• 07: China--
• 08: 2011.
• (source: Nielsen Book Data)

The first time that Apple, Google and Microsoft found themselves sharing the same digital space was 1998. They were radically different companies and they would subsequently fight a series of pitched battles for control of different parts of the digital landscape. They could not know of the battles to come. But they would be world-changing. This new edition of Digital Wars looks at each of these battles in turn. Accessible and comprehensive, it analyses the very different cultures of the three companies and assesses exactly who are the victors on each front. Thoroughly updated to include information on the latest developments and rising competitors Samsung, it also include a completely new chapter on how China moved from being the assembly plant for music players and smartphones, to becoming the world's biggest smartphone business.
(source: Nielsen Book Data)

• 1998
• Microsoft antitrust
• Search : Google versus Microsoft
• Digital music : Apple versus Microsoft
• Smartphones
• Tablets
• 2011.

Which of Apple, Google and Microsoft had an office with a "drawer of broken dreams" - and what (real) objects lay inside it? When did Microsoft have the chance to catch Google in making money from search - and who vetoed it? Why did Google test 40 shades of blue on its users? How long did outside developers wait before asking to write apps for Apple's iPhone after Steve Jobs announced it? Who said that Microsoft should have its own music player - and why did it fail? The answers, and much more, can be found in this new book by Charles Arthur, technology editor of "The Guardian" newspaper of London. "Digital Wars" starts in 1998, when the internet and computing business was about to be upended - by an antitrust case, a tiny start-up and a former giant rebuilding itself. It looks at what are now the three best-known tech companies, and through the voices of former and current staff examines their different strategies to try to win the battle to control the exploding network connecting the world. Microsoft was a giant - soon to become the highest-valued company in the world, while Apple was a minnow and Google just a startup. By February 10 2012, Apple was worth more ($462bn) than both Microsoft ($258bn) and Google ($198bn) combined. The chance had come from tumultuous battles between the three...To win their battles...Apple used design, the vertical model of controlling the hardware and software, and a relentless focus on the customer to the exclusion of others. Microsoft depended on the high quality of its employees' programming skills and its monopolies in software to try to move into new markets - such as search and music; Google focused on being quick, efficient, and using the power of data analysis - not human "taste" - to make decisions and get ahead of would-be rivals. With exclusive information from interviews with people such as Don Norman, former VP of Apple Computer and Pieter Knook, former SVP of the Mobile Communications Business at Microsoft, and many more current and former staff of the three companies - including one person who has worked for all three - Arthur also addresses: what the inventors of the hard drive used in the iPod thought it would really be used for; how Apple transformed the Smartphone market; which of Android or Apple that forced Microsoft to abandon Windows Mobile; what happened to Microsoft's tablet plans - and much more.
(source: Nielsen Book Data)

• 1998
• Microsoft antitrust
• Search : Google versus Microsoft
• Digital music : Apple versus Microsoft
• Smartphones
• Tablets
• 2011.

Which of Apple, Google and Microsoft had an office with a "drawer of broken dreams" - and what (real) objects lay inside it? When did Microsoft have the chance to catch Google in making money from search - and who vetoed it? Why did Google test 40 shades of blue on its users? How long did outside developers wait before asking to write apps for Apple's iPhone after Steve Jobs announced it? Who said that Microsoft should have its own music player - and why did it fail? The answers, and much more, can be found in this new book by Charles Arthur, technology editor of "The Guardian" newspaper of London. "Digital Wars" starts in 1998, when the internet and computing business was about to be upended - by an antitrust case, a tiny start-up and a former giant rebuilding itself. It looks at what are now the three best-known tech companies, and through the voices of former and current staff examines their different strategies to try to win the battle to control the exploding network connecting the world. Microsoft was a giant - soon to become the highest-valued company in the world, while Apple was a minnow and Google just a startup. By February 10 2012, Apple was worth more ($462bn) than both Microsoft ($258bn) and Google ($198bn) combined. The chance had come from tumultuous battles between the three...To win their battles...Apple used design, the vertical model of controlling the hardware and software, and a relentless focus on the customer to the exclusion of others. Microsoft depended on the high quality of its employees' programming skills and its monopolies in software to try to move into new markets - such as search and music; Google focused on being quick, efficient, and using the power of data analysis - not human "taste" - to make decisions and get ahead of would-be rivals. With exclusive information from interviews with people such as Don Norman, former VP of Apple Computer and Pieter Knook, former SVP of the Mobile Communications Business at Microsoft, and many more current and former staff of the three companies - including one person who has worked for all three - Arthur also addresses: what the inventors of the hard drive used in the iPod thought it would really be used for; how Apple transformed the Smartphone market; which of Android or Apple that forced Microsoft to abandon Windows Mobile; what happened to Microsoft's tablet plans - and much more.
(source: Nielsen Book Data)

• Arbiters of cyberspace
• Accidental entrepreneurs
• Controlled chaos
• Larry and Sergey's corporate vision
• Advertising for the masses
• A heartbreaking IPO of staggering genius
• The China syndrome : Google as big brother
• What about privacy?
• The ruthless librarians
• The Google cloud
• Google, the telephone company?
• Thinking beyond search : the world's problems, real and fanciful.