Search results for: “programmatic advertising”

  • May 2025 newsletter

    May 2025 introduction – two little ducks (22) edition

    Welcome to my May 2025 newsletter, this newsletter marks my 22nd issue. 22 is known in bingo halls and the Spanish national lottery as two little ducks.

    Double Duck

    In France, 22 is the equivalent of 5-0 in the English speaking world as slang for the police. 22 is an important number for people who believe in numerology. In Hong Kong, 22 is associated with good fortune. This is down to the number sounding similar to ‘easy’ or ‘bright’ in Cantonese.

    I hope that you are tricked into thinking I am bright based this newsletter, so let’s jump in. Inspired by catching up with my old DJing partner Griff, this month I enjoyed the unashamedly joyous pumped-up sounds of Blackpool’s AZYR at the Boiler Room x TeleTech Festival in 2023. In particular the transition at the end of the set between Frankyeffe – Save me and Infectious! – I need your lovin’. (Extra trainspotter points if you knew that Infectious! is a homage / remake of N.R.G’s The Real Hardcore from a year earlier). Wear your headphones, it might be divisive playing the set out loud in the office. More bangers from AZYR here.

    New reader?

    If this is the first newsletter, welcome! You can find my regular writings here and more about me here

    Strategic outcomes

    Things I’ve written.

    • Predicting market share through share of search volume and what the rise of AI likely means.
    • Reaching a precipice in hydrogen power and trends in Chinese skincare amongst other things.

    Books that I have read.

    • Careless People by Sarah Wynn Williams. Williams account of her time in Facebook had become the most discussed book of the spring in my social circle. I wrote a long review of it here.
    The Road to Conscious Machines
    • The Road to Conscious Machines by Michael Wooldridge examines the profound cultural impact of generative AI, which is currently experiencing a surge in both its cultural influence and practical applications. Drawing parallels to the internet’s transformative impact in the mid-to-late 1990s, where it permeated various aspects of society and fostered rapid adoption, Wooldridge traces the evolution of generative AI as a phenomenon that emerged gradually over the past half-century. Throughout the book, Wooldridge provides a comprehensive historical overview of AI, including the periods of research stagnation known as AI winters. This historical perspective equips readers with a nuanced understanding of the strengths and weaknesses of AI, enabling them to approach AI adoption with a well-informed perspective.
    • As I finish this newsletter during the bank holiday weekend, my light reading is Rogue Asset by Andy McDermott. McDermott comes from a long line of British authors like Jack Higgins, Len Deighton, Frederick Forsyth and Mick Herron who provide novels aimed at a shrinking pool of readers – men. At least, if one is to believe what’s said in the media. Rogue Asset hinges on the premise that the UK has a unit which assassinates the countries enemies on a regular basis. Think somewhere between The Troubles era Det and the modern deep state trope. Our hero is snared into the plot by being discovered on the run thanks to his online behaviour – which is attributed to GCHQ; (but isn’t as mysterious as it sounds because of the programmatic advertising technology stack). So far so good for what it is. I will let know if it goes downhill as a read next month.

    Things I have been inspired by.

    Mmrytok

    Limitations are often the mother of invention. That seems to be the theory behind mmrytok. Mmrytok allows you to do one post a day. It doesn’t support HTML formatting, it doesn’t allow you to link out and doesn’t have a newsfeed. So it’s easy-to-use because it’s less sophisticated than Geocities was. In this respect it is to social media and blogs what Punkt is to smartphones. In an always-on social time, I have found it liberating to use. You can see my page here. I heard of Mmrytok thanks to Matt Muir’s great newsletter Web Curios.

    No, AI isn’t making you dumber

    Australian documentary maker ColdFusion put together an interesting video essay on How AI is making you dumber.

    Yes, you could argue that under certain attributes the population isn’t as smart as they have been in the past. Just last month I shared an article by John Burn-Murdoch. In the article he shared data of a longitudinal trend across countries and age-groups struggling with concentration, declining verbal and numerical reasoning. The problem with Burn-Murdoch’s article vis-a-vis the ColdFusion video is the timeline.

    His article charts a decline further back than the rise of generative AI services. Mia Levitin in an essay for the FT attributed the decline in reading to the quick dopamine hits of social media content.

    A college professor interviewed by The Atlantic put the decline in reading amongst his undergraduate students put it down to a practice in secondary education of atomising content. Pupils in high schools were assigned excerpts, poetry and news articles to read, but not complete books. This has impacted the size of vocabulary and grasp of language that students starting university now have.

    James Gleick

    This isn’t new territory, James Gleick in his book Faster documented the massive acceleration of information through the late 20th century and its effects on the general public. The underlying accelerant was described by Kevin Kelly in What Technology Wants as the technium – a continuous forward progress due to a massively interconnected system of technology.

    There were concerns in research as far back as the late 1980s that television could be adversely affecting children’s reading comprehension and attention spans.

    TL;DR – with generative AI you could become dumber, if you use it unwisely – but the problem lies with all of us and what we chose to do with our personal agency.

    CIA advertise for Chinese spies

    The CIA commissioned a couple of high production value adverts that they’ve been running on social media channels. The adverts are designed to encourage Chinese government employees to come forward as an agent. The sales pitch is about taking control.

    CIA China advert

    A translation of the Chinese tagline: ‘The reason for choosing cooperation: to become the master of (one’s own) destiny‘. More details from the FT about the campaign here, and here’s the two executions currently running on YouTube.

    It remains to be seen if the campaign will be effective. The Chinese Ministry of State Security managed to roll-up the CIA’s spy network back in 2010-2012. Up to 30 informants in China were executed.

    Montirex

    montirex

    Merseyside sports-inspired lifestyle brand Montirex have published a film telling the brand story from its origins to the present day. The brand is expanding beyond its Merseyside roots to get national and international sales.

    Trust, attitudes and use of artificial intelligence

    A 2025 global study covering some 48 countries was conducted by KPMG in association with the University of Melbourne. Some key insights from the report. Consumer generative AI is being used instead of enterprise options by workers. Generative AI adopters still have self-perceived low AI skills but that doesn’t slow their adoption. There is higher adoption and trust rates in emerging markets than in developed markets.

    Pro and anti-trust AI issues solidifying

    Year-on-year we are seeing an increase in both distrust and trust for specific AI use cases, indicating that it is becoming a polarising subject. The lowest trust levels is in tech-savvy Finland. More here.

    Chart of the month. 

    McDonald’s Restaurants saw a decline in sales. This was down to low income consumers spending less, while middle class earners still weren’t going into McDonalds. Normally when there is a recession, McDonalds should benefit from the more well-off trading down to McDonalds. Instead, fortunes have diverged into a ‘k-shaped’ recession. Lower income earners are hit, while middle classes aren’t. What Axios called the ‘McRecession‘.

    McDonald's quarterly sales growth

    Things I have watched. 

    Tony Arzenta (also known as Big Guns). The film is an early 1970s gallo film. French star Alain Delon appears in this classic retribution story based in Milan. As Tony Arzenta, Delon exacts revenge on the former bosses who killed his family by accident in a botched assassination attempt to prevent him from retiring.The film uses a wintry Milan as a good atmospheric backdrop for the action that plays out in a series of shoot-outs and car chases. It’s John Wick before it was even conceived. Delon brings a tension that other stars of the era like Charles Bronson failed to do in similar roles. As Arzenta’s targets flee across Europe, he goes through Germany and Denmark to catch up with them.

    Sansho the Bailiff – as a film Sansho the Bailiff comes encumbered with a weight of praise. It is highly rated by film critics and Martin Scorsese had it as one of his must-watch films for young film makers. Director Kenji Mizoguchi assembled an ensemble cast of Japanese actors to tell a story of family hardship and poverty. Kazuo Miyagawa is key to the the production, providing a signature look to the cinematography. There is a tension between the emotional rollercoaster of the story and the reflective nature of the scenes portrayed – I don’t want to say too more, except that even the character actors like Kikue Môri (who plays a pivotal role in the plot as a priestess) are amazing in the film.

    Warfare – I was a bit leery of watching Alex Garland’s Warfare after watching Civil War which was strong on aesthetics and emotion, but weak in terms of the creative conceits involved in making the story work. Warfare is the collective accounts of a US military unit during a two-hour fire fight. The story is told from multiple perspectives in real-time. The film captures the stress and boredom of inaction as well as what you would normally expect from this kind of film.

    Useful tools.

    Reddit Answers

    Reddit Answers – alternative to Gigabrain that I recommended back in March. Like Gigabrain, Reddit Answers looks like the kind of knowledge search product that we failed to build at Yahoo! twenty years ago (or NORA as Microsoft has been calling the concept for the past few years). Reddit Answers is powered by Google Vertex AI.

    Process online data like its peak web 2.0 all over again

    While WordPress installations come with RSS enabled as standard and is something that can then be disabled, many types of sites aren’t RSS enabled. And where they are the web devs will often disable it just because. RSS app will create an RSS feed for websites that don’t have it. This allows you to pull it into data processing using something like Pipes. RSS app starts at $9.99 per month and goes up to $99.99 a month. Pipes starts at free and goes up to $79 per month.

    The sales pitch.

    I am currently working on a brand and creative strategy engagement at Google’s internal creative agency.

    now taking bookings

    I am now taking bookings for strategic engagements in Q4 (October) – keep me in mind; or discussions on permanent roles. Contact me here.

    More on what I have done here.

    bit.ly_gedstrategy

    The End.

    Ok this is the end of my May 2025 newsletter, I hope to see you all back here again in a month. Be excellent to each other and onward into spring, and I hope you enjoyed the last bank holiday until August.

    Don’t forget to share if you found it useful, interesting or insightful.

    Get in touch if there is anything that you’d like to recommend for the newsletter.

  • Bob Hoffman + more things

    Bob Hoffman

    Bob Hoffman has been pointing out the problems with the way online advertising has been run for years. Bob’s book Adscam is probably one of the best critical examinations of the online media eco-system and the risks inherent in programmatic advertising.

    Bob Hoffman got to speak with the European Parliament. Bear with it as audio improves through the recording.

    He also spoke at the Digital Marketing is Broken event.

    The main thrust of his argument about marketing effectiveness is supported by the works of Peter Field, Les Binet and Byron Sharp.

    Economics

    Interesting talk on the benefits and limitations of economic sanctions with a particular focus on Iran and Russia.

    Ireland

    I never realised that Sony had a factory in Ireland as early as 1960; Sony globalised production of transistor radios relatively early on in their production life. Compare this to the later US technology businesses setting up shop in Ireland over the next couple of decades. This also might go someway to explain why Sony was such a respected brand in Ireland and shows how visionary and experimental the Sony management were. These comments on Irish workers in 1963 versus their Japanese counterparts are interesting. The assembly workers don’t seem to realise the intrinsic value of (the Sony Japan-made) transistors that go into the products – this might be down to education as this was likely a soldering and screwing products together assembly line.

    Suzuki-san points out what he thinks are flaws with Irish workers whilst recognising that this partly down to the different social contract between employee and business. Part of the problem was that Irish workers had the opportunity of going abroad without any government restriction compared to Japan. Suzuki-san didn’t believe that Irish workers are bad workers, but rather they require more investment to encourage them to become good workers.

    Interesting perspective on the Windsor Framework from an Irish and EU perspective. Tony Connelly did one of the best podcast series on the Brexit process for RTÉ

    Materials

    I am a big fan of the Rose Anvil account for the way they take a deep dive into materials and shoe construction. Here’s a great example of their work which shows the design principle of what you leave out is as important as what you leave in a product.

    Retailing

    Olivia Moore on Temu e-commerce app. Her idea of ‘invisible AI’ is actually more prevalent than Ms Moore thinks, otherwise great conversation to listen in on.

    Connie Chan does a short talk on the future of e-commerce.

  • Subprime attention crisis

    Subprime attention crisis is a short book, or a long essay depending on the way you want to look at it. It was written by Tim Hwang.

    Sub Prime Attention Crisis

    About Tim Hwang

    Hwang is a lawyer working for email newsletter platform Substack. Prior to this he worked in a US think tank attached to Georgetown University: Center for Security and Emerging Technology and in public policy at Google focused on machine learning. So he brings a deep set of knowledge to writing Subprime attention crisis. One also has to bear in mind that his current employee Substack is based on the online media model moving from online advertising driven to subscription driven.

    Timing is everything

    I read this book over a couple of days at the beginning of this month. By this time, Meta and Alphabet has published quarterly results that were below what investors expected with falling sales. Add into the mix that the problems that Twitter and Snap have had (which are are bigger issues than just down to the dynamics of the online advertising market), all of which makes this book feel timely.

    On the other hand, one could also argue that much of the crisis had already landed. Ad tech businesses like Rubicon Project have either gone under or merged with their peers creating a massive amount of consolidation. The latest wave of consolidation happened in 2020 – 2021.

    Meta-specific issues

    Even with Meta and Alphabet there are business specific issues. Meta has struggled to compete effectively with TikTok. The poisonous nature of debates on Facebook, together with an aging audience on the platform hasn’t helped. In fact it’s a wonder that the context collapse that the platform has suffered from for at least the past six years hadn’t dragged it down yet. WhatsApp has helped enrich Facebook data and provided a channel for business services. At the time Facebook bought the business partly because Zuckerberg needed a brain trust for the future. The brain trust is gone and Zuckerberg’s dive into the Metaverse looks very similar to Apple’s peak John Sculley moment with the Knowledge Navigator concept. You can see glimpses of the Knowledge Navigator in the smartphone, the iPad, the now abandoned WikiReader product or the use of contextual information and national language processing like Siri. Apple didn’t waste the kind of money that Meta has spent chasing an illusory vision of the future.

    Alphabet-specific issues

    I was surprised that Alphabet growth had lasted this long based on the following considerations:

    With mobile, Google also pivoted a different type of search from product search to where is my nearest coffee shop with free wifi and has managed to sell search ads against them. This meant that Amazon and eBay managed to capture a lot of product searches, with consumers only hitting up Google afterwards and Amazon’s advertising has been eating Google’s lunch. Secondly a lot of the high street and neighbourhood shops have been eaten alive by food delivery services and this was then exasperated by the COVID which has changed at least some people’s consumer behaviour

    Historically, Google has been too focused on looking for multi-billion dollar opportunities which haven’t panned out and closed down smaller services that were making money and bringing in attention. In essence, over the years they have thought Google Reader, the Google Search Appliance, Google Health, Boston Dynamics and several other projects were the big payday. They weren’t, but they were respectable business opportunities, just too small for Google to want to pursue. In its wake Google had destroyed entire sectors, or turned them into cottage industries such as enterprise search and knowledge management, RSS newsreaders autonomous robots

    Web search in general has become less effective at doing deep research for consumer and B2B needs – no more support for boolean operators is a case in point. This has had some tech forward netizens wondering if the likes of Reddit fulfils the vision of knowledge search in place of Google and Alphabet being concerned about young people using TikTok as their local search box instead

    “something like almost 40% of young people when they’re looking for a place for lunch, they don’t go to Google Maps or Search, they go to TikTok or Instagram.”

    Google internal report quoted by Business Insider

    YouTube seems to struggle getting brand building advertising dollars in the face of TikTok, Instagram and this explains why you saw a decline in sales over 2 percent. Instead you see a lot of D2C product ads a la day trading and drop shipping courses advertised. Part of this might be down to the product. YouTube has been screwing over creators and creators have made it clear that they’re not happy. You don’t need to go to YouTube if you get the directors cut of your favourite creators content on Patreon or Curiosity Stream. Censorship of political analysis content around China or Ukraine seems to be particularly bad. 

    Back to Subprime attention crisis

    Hwang in Subprime attention crisis points out many of the things that agency employees and owners have known for years:

    • Online advertising effectiveness has declined compared to its performance 25 years ago
    • Audiences don’t see a lot of the ads that are displayed. Different reports will give you different numbers on this
    • Online advertising is destroying the very media industry that its content is shown on
    • Online advertising fraud is a big problem
    • Online advertising business practices are an even bigger problem with up to 70 percent of of online programmatic advertising spend going to advertising technology intermediaries such as The Rubicon Project (now Magnite) and Xaxis
    • This has allowed businesses like Procter & Gamble and adidas to reduce advertising spend at no loss in effectiveness. In the case of P&G Subprime attention crisis highlights how they cut $200 million in online advertising spend, moved that spend on to offline media like radio and print AND managed to increase their reach by 10 percent.

    More on adidas via its inhouse head of media Simon Peel

    One of the most notable things for me was being introduced to the work of Australian based academic Nico Neumann who has done some great research on online advertising effectiveness related areas including Frontiers: How Effective Is Third-Party Consumer Profiling? Evidence from Field Studies.

    So nothing surprising for insiders, but….

    Hwang marshals his facts well. Which is what you would expect from a lawyer. He uses analogous examples from the US financial services sector including the 2008 financial crisis. The book itself is 141 pages in length and there is a substantial section detailing his sources. Subprime attention crisis is based exclusively on desk research.

    More on the book here.

  • Microsoft in Yahoo! saga

    Microsoft in Yahoo! saga

    Re/code has an interesting article on how the Microsoft in Yahoo! saga continues to influence the sell off of Yahoo! assets by investing money in whichever bid coalition wins. This feels like a riff on Yahoo!’s history over the past six years.

    Careful balancing act for Microsoft

    The 2010 aggressive bid for Yahoo! was one of the factors in the departure of Steve Ballmer as CEO. A Microsoft-owned Yahoo! made almost as little financial sense as the Nokia handset acquisition.

    A later deal via active investor Carl Icahn gave Microsoft everything it wanted. Access to Yahoo! search inventory with no upfront payments. Under the Microsoft deal Yahoo! lost search market share and ad money. Microsoft’s AdCenter was not able to monetise Yahoo!’s search traffic as well as Yahoo! did. Search used to be responsible for half of Yahoo!’s revenue.

    Whilst Yahoo! now represents a smaller proportion of search traffic it is still lucrative for Microsoft. Microsoft’s advances in cloud services are still not as lucrative as search advertising.

    Microsoft will want to defend a position that on a rational analysis shouldn’t last. By loaning money, it gains leverage over a new management team.

    Cheap money to structure deal would be attractive for private equity groups. But it will be bad for the management team put in place and Yahoo!’s future prospects. The Microsoft in Yahoo! saga was at best a spoiling move.

    All just a little bit of history repeating

    Microsoft provided financial support for Icahn’s run at Yahoo! which saw the departure of Jerry Yang – and the sale of his position in the company. At the time of his overthrow, Yang was the largest single shareholder in Yahoo!.

    Six years later we can all see how successful that was.

    Problems that it won’t solve

    Yahoo! morale. There will be a right-sizing of  the workforce, private equity will be ill-prepared to retain the talent required to maintain and evolve Yahoo!’s services. They will also find it impossible to bring in talent in key areas (beyond senior executives). Yahoo!’s former chief product offer Blake Irving is a case in point of this. Expect Facebook, Amazon, Google and others hoover up the key technical talent Yahoo! needs to retain.

    Yahoo!’s international business seems to be a point-of-failure. Yahoo! has withdrawn from markets, particularly in Asia where market conditions should be much better. It has wound up businesses that it had recently acquired in the Middle East. Yahoo! Europe seems to have gone from bad-to-worse.  Expect Yahoo! to shutter more businesses and consolidate its business in North America.

    A highly leveraged Yahoo! still won’t have a mobile advertising solution beyond Flurry. Yahoo!’s own mobile apps consistently under-perform in app marketplaces. The mobile talent Yahoo! has gained will head for the door.

    Yahoo! still won’t work out how to sell millennial advertising. Tumblr is a good property, yet Yahoo! can currently monetise 15 per cent of advertising inventory on the platform. How will private equity solve this? Or will someone else pick it up at a fire sale? Microsoft is likely to try and stop any sale to Google (which would be a natural home).

    Yahoo! still won’t have an effective play in social platforms. Flickr will still be a niche rather than mainstream product.

    A key goal for Microsoft would be to obtain search traffic from Yahoo! Japan. Since Yahoo! Japan is a joint venture with SoftBank, this won’t happen. Yahoo! Japan has already gone to court to keep Microsoft out of its business. The new relationship with a divested core won’t change this.

    Getting Yahoo! on Microsoft’s cloud would be a major coup, but would require major coding, something that private equity owners probably wouldn’t want to do.

    Yahoo!’s IP including core patents for paid search offer little opportunity for additional revenue. They can’t be used against Google and would be unattractive to sell on. Yahoo!’s contributions to open source software would be missed – PHP, Hadoop and the Debian distribution of Linux have all benefited.

    History as an indicator of failure

    This would represent the second activist shareholder owned board. The current one has been responsible for a catastrophic destruction of value. None of the acquirers have articulated a reason why advertisers should believe in them. Whilst a deal needs to maximise value for Yahoo! shareholders; if it doesn’t offer a plan that pleases customers – it will fail.

    A highly leveraged business will not be in a good place to cope with programmatic advertising which will likely reduce the cost of Yahoo!’s over-priced display ad inventory. The likely leverage also means that Yahoo! would make an unattractive long term partner for the major marketing groups. More on Yahoo! here.

    More information
    Microsoft Tells Possible Yahoo Buyers It Would Consider Backing Bids | Re/code
    Yahoo! – how did we get here? | renaissance chambara
    Reflecting on Yahoo!’s Q2 2015 progress report on product prioritisation | renaissance chambara
    Facebook: the Yahoo! patents case | renaissance chambara
    Why I am sunsetting Yahoo! | renaissance chambara
    The trouble with Yahoo!’s M&A scuttlebutt | renaissance chambara
    Thoughts on the Microsoft and Yahoo! search deal | renaissance chambara
    Yahoo! Japan and The Gordian Knot | renaissance chambara
    Yahoo!: some things I am worried about | renaissance chambara
    Barbarians in the valley | renaissance chambara
    The Steve Ballmer Post | renaissance chambara
    The Wall Street Journal Online bounced my comment | renaissance chambara
    A quick primer re @blakei @yahoo #delicious | renaissance chambara
    2010 MICROSOFT BID FOR YAHOO | NY TIMES

  • The limits of Google

    Earlier I wrote a post on the work blog: Alphabet: what does it all mean? – which I have republished below. One thing that came through to me from this exercise was the growth limits of Google and by extension the growth limits of online advertising. The ceiling on advertising is limited by a number of factors:

    • Cost of acquisition – the most obvious ceiling is tat advertisers generally won’t pay more than their profit margin is wort to acquire customers. Search advertising did see bubbles of a sort around mortgages and insurance, but as performance marketing has improved measurement of attribution in the customer journey buying stratagems have become more efficient. More efficient the purchaser, the less profits for Google
    • Supply – when Google rolled out search advertising there was only really display advertising as competition. Now there is a plethora of social platforms and advertising technology behind display advertising that provides better data and a more nuanced understanding for media agencies
    • Context – ten years ago Morgan Stanley claimed that seven out of ten web journeys start with search. This knocked the guts out of the portals: Yahoo!, Excite and MSN. Now social and mobile advertising platforms via for Google’s lock on context. Google’s stewardship of Android facilitated some of these competitors. Now Google is prevented from even from access to the Chinese marketplace, one of the fastest growing internet markets in absolute terms. Amazon has ended up having such a lock on retail that many consumers don’t go to Google first but instead use the search box on the Amazon store for many of their purchases. Every search on Google is a potential loss of advertising opportunity
    • Screwing the channel – marketing groups such as WPP have facilitated and many cases bought a whole sector of media buying ‘middleware’, or what the industry calls ‘ad tech’ platforms. Google has stopped playing nicely with them and their largest customers publicly view them as co-opertition – behind closed doors the sentiment is likely to be less amiable

    Social media went into overdrive on Monday evening UK time when Google announced a formal restructure of all its businesses, creating a new company called Alphabet. For the man on the street, Google means Search, YouTube, Drive (including Docs, Sheets etc.), email and Android. For the average marketer you can throw various advertising products and Google Analytics into the mix. For business IT managers, it is everything from productivity, software-as-a-service and possibly as a supplier of a search appliance for its internal servers.

    Three different customer types exist and a product set that grows layer-by-layer like an onion. The bulk of Google’s revenue currently comes from advertising due to the clever technology behind it. One can see from Microsoft’s move to the cloud that there is less revenue in cloud computing than in Google’s current business, so when advertising reaches a natural ceiling for growth, services will provide an incremental benefit at best.

    Android was designed as a conduit to Google services and for advertising to venture out into the mobile space. But the world’s most popular mobile operating system is not without its own issues. Despite all phones essentially looking the same, there is a massive amount of fragmentation in the Android marketplace, which makes life harder for developers. Google is also a developer, so building applications that it can build loyalty through and make money from becomes more difficult.

    Secondly, an appreciable amount of Android devices (those sold in China) and many sold in Russia don’t use Google services and provide little to no opportunity for Google advertising.

    This means that Google is forced to make big bets in very different sectors. Sergey Brin and Larry Page, partly because of their entrepreneurial nature to explore new opportunities, built in an ability to scale Google beyond the business lines that I have outlined above. This was apparent from their original IPO share prospectus and accompanying letter. Xerox is famous in Silicon Valley lore for fumbling the future, by inventing lots of products that would be recognisable to us today in the late 1960s and early 1970s, only to see a corporate head office miss the boat. Brin and Page would have had some awareness of this. Microsoft’s inability to leapfrog beyond its core business successfully is probably also a factor for consideration.

    Alphabet formalises the framework that Page and Brin had been working to for a number of years.

    So what does this mean to Google?

    For the foreseeable future it will be more of the same for Google. We’ve the seen the business scale back services; by September last year Google had closed down 30 services. It has cut back the functionality of Google Adplanner as a reference tool, to just focus on sales. Google has continued to prune back services such as Google+ (a challenging task given the tentacles + has across Google’s services). The changes inside Google for staffers also reflect similar moves towards profit optimisation, move away from experimentation and being a ‘mensch’.

    The biggest move was to get rid of the 20% of time engineers could devote to projects that interested them. The truth is since at least 2009, the Google myth of people working there to change the world rather than delivering profit hasn’t held sway for a great deal of their staff.

    On the outside Google will still likely have playful swag and cool offices, but the reality is that it will be more of a ‘normal’ business. That means that we won’t see the next Facebook coming from within Google and that whilst the speed of evolution will continue to run along at the same pace, substantial innovation probably won’t. This kind of business requires a different kind of leader to Page, and by appointing Sundar Pichai, will create a cultural break from the past. Pichai is likely to be able to get more revenue out of the Google ‘cash cow’ to help drive innovation in these other areas.

    Page and Brin are freer to bring their energy to the other businesses in Alphabet. For instance, keeping Nest out of Google allows it to work easier with Google competitors like Apple and Microsoft as part of a wider eco-system.

    Lastly, it could be an effort to ring fence Google’s anti-trust woes within the existing business and prevent restrictions being imposed against its newer businesses because of the past sins of the core business.

    So what does this mean for marketers?

    Google is likely to pursue a steady as she goes approach. The focus will be to optimise revenue, so there will be tension with agencies on advertising practices. We’ve already seen this, with Google restricting methods of buying YouTube advertising. These changes will impact the advertising technology business around programmatic advertising.

    The picture with SEO is more about slow and steady change; Google has evolved its Panda index changes to a rolling change rather than the massive shake-ups of old.

    More information
    Android Fragmentation Report August 2015 – OpenSignal
    2004 Founders’ IPO Letter – Investor Relations – Google
    Fumbling the Future: How Xerox Invented, then Ignored, the First Personal Computer
    What’s eating Google’s brand | renaissance chambara
    Why Google Employees Quit? | TechCrunch
    Google Tightens How Advertisers Buy YouTube Ads | AdWeek
    Google’s $6 billion miscalculation on the EU | Bloomberg Businessweek