Get flash to fully experience Pearltrees
Facebook not only is on course to go bust but will take the rest of the ad-supported Web with it. Given its vast cash reserves and the glacial pace of business reckonings, this assertion will sound exaggerated. But that doesn’t mean it isn’t true.
From left: The late Apple cofounder Steve Jobs, Facebook CEO Mark Zuckerberg, Google CEO Larry Page, and Amazon CEO Jeff Bezos. | Photos courtesy of David Paul Morris/Getty Images (Jobs); Justin Sullivan/Getty Images (Zuckerberg); Chip East/Reuters (Page); Mario Tama/Getty Images (Bezos).
FORTUNE -- Paul Adams is one of Silicon Valley's most wanted. He's an intellectually minded product designer with square-framed glasses, a thick Irish accent, and a cult following of passionate techies. As one of Google's lead social researchers, he helped dream up the big idea behind the company's new social network, Google+: those flexible circles that let you group friends easily under monikers like "real friends" or "college buddies." He never got to help bring his concept to consumers, though. In a master talent grab last December, Facebook lured him 10 miles east to Palo Alto to help design social advertisements. On his blog, Adams explained, "Google values technology, not social science."
On a rainy night in late November, Robert Kyncl was in Google’s New York City offices, on Ninth Avenue, whiteboarding the future of TV. Kyncl holds a senior position at YouTube, which Google owns. He is the architect of the single largest cultural transformation in YouTube’s seven-year history. Wielding a black Magic Marker, he charted the big bang of channel expansion and audience fragmentation that has propelled television history so far, from the age of the three networks, each with a mass audience, to the hundreds of cable channels, each serving a niche audience—twenty-four-hour news, food, sports, weather, music—and on to the dawning age of Internet video, bringing channels by the tens of thousands. “People went from broad to narrow,” he said, “and we think they will continue to go that way—spend more and more time in the niches—because now the distribution landscape allows for more narrowness.”
Amazon has come a long way from *just* being the world's largest bookseller. This year alone the company has launched three new products or service offerings that challenge the market dominance of an established player. Check out the infographic (A CPC Strategy First!) below to see where Amazon is challenging rivals for marketshare in the consumer and enterprise spaces. Feel free to share this infographic with your friends or repost on your on blog <a href="http://cpcstrategy.com/blog/2011/12/amazon-vs-the-world-an-infographic/" ><img src="http://cdn.cpcstrategy.com/blog/wp-content/uploads/2011/12/AmazonInfographic.png" alt="Amazon Infographic" width="613" border="0" /></a></p><p>Source: <a href="http://www.cpcstrategy.com/blog" >CPC Strategy Blog</a></p><p>
Life inside successful Web startups—especially the really successful ones—can be nasty, brutish, and short. As companies grow exponentially, egos clash, investors jockey for control, and business complexities rapidly exceed the managerial abilities of the founders. Venture capitalist Peter Fenton calls this phenomenon “the violence of a startup.” And nowhere has the violence been fiercer, or more public, than at a company Fenton invested in and has helped to guide: Twitter. Throughout its first five years of existence, Twitter always seemed on the verge of committing some excruciating form of startup seppuku .