Rabu, 07 Desember 2011

Indonesian History

http://www.thejakartapost.com/resources/indonesian_history

Indonesia, a Nation in Transition

Although hundreds of ethnic groups have been known as the indigenous of Indonesia for hundreds and thousands of years, Indonesia did not exist in its present form until the turn of the 20th century.
Of the so-called natives of Indonesia, archaeologists have speculated that the first people to populate Indonesia migrated from mainland China some 1,000 years ago and inhabited a stretch of islands along the equator, later known as Nusantara.
Over the centuries they built and refined their statecraft in the form of kingdoms and principalities. Sharing similar characteristics with other Southeast Asian kingdoms, these Nusantara kingdoms based their conception of state more on people than on space or territory. But intercourse with the western world changed the course of history in Nusantara.
In 1511, the Portuguese conquered Malacca, located on the Malay peninsula, which was then still an inseparable part of Nusantara. The Dutch followed in 1512 and landed on Banten shore in Java. At first, the Dutch came more as traders under the trading umbrella of the Royal East Indies Company (Vereniging Oost Indische Compagnie, VOC). For the next two centuries, the Dutch conducted business with the natives, although in many cases the trade was not on equal terms. Often, trade was accompanied by violent pacification processes.
Then the VOC went bankrupt and the Dutch government took over the business in Nusantara (called the East Indies by the Dutch). Starting from about the mid-seventh century and lasting until the arrival of the Japanese in 1942, was the "real colonization" called "high colonialism" in literature. The period was disrupted briefly when the British took over colonial rule in 1811 to 1814. Among other things that the natives learned from colonization was statecraft based on territorial conception rather than on people.
In the early 20th century, the natives of Nusantara learned that as diverse as their ethnicities were, they could imagine themselves as a unified community. A nationalism had grown in a process that Benedict Anderson, a doyen of Indonesian studies, calls an "imagined community". During the first half of 20th century Nusantara, its people built an imaginary nation called Indonesia -- the name itself was borrowed from the West. By the end of the 1930s, it was clear that the end of Dutch colonialism in Indonesia was only a matter of time.
During World War II, 1942-1945, the Japanese occupied Indonesia. Although short-lived, the occupation enabled Indonesians to arm themselves for the very first time. Shortly after Japan's defeat in WWII, Sukarno and Hatta proclaimed Indonesia an independent state, and they became the founding fathers of the new country. The largest archipelago in the world, with over 17,000 islands -- only 3,000 of which are inhabited -- has emerged into a new Indonesia.
When the Dutch returned and tried to reestablish colonial rule, armed Indonesians resisted. The Dutch were forced to recognize an independent Indonesia in 1949.
The new Indonesia adopted a federal system of governance for a short time. But for a longer period, within a five-year span (1950-1955), leaders of the new country were eager to adopt a liberal system of government. Although there is no proof that the system ruined the economy, it was clear that the elite's political stability was shaky. The longest serving prime minister was only two years in office.
The government then held a general election in 1955, the first and only democratic general election Indonesia ever had. But feeling that the country was still unstable two years after the election, president Sukarno, backed by the Army, declared the 1950 Provisional Constitution void and reintroduced the 1945 Constitution. The latter provided an ample opportunity for Sukarno, popularly known as Bung Karno (Comrade Sukarno), to balance three political powers -- the Indonesian Communist Party, the Army and himself.
In the first half of the 1960s, Bung Karno leaned toward the left. On domestic politics, he was trying hard to balance the communists and the Army; on the international stage he was establishing himself as leader of a new world, free from Cold War antagonism. But economic decline and mounting conflicts, especially between communists and noncommunists, the latter of which was backed by the Army, caused him to lose control over the situation.
On Sept. 30, 1965, an abortive coup occurred. There are two conflicting versions of events surrounding the attempted coup. The official Army version insists that the Indonesian Communist Party (PKI) was behind the coup attempt, while the communist version asserts that the coup was an internal matter of the Army. In fact, several members of PKI's central bureau were involved, as well as many Army officers and personnel.
The abortive coup cost Indonesia dearly. It took the lives of seven high-ranking Army generals, followed by a pogrom of communists -- a moderate estimate ranges between 300 thousand and 500 thousand alleged members of PKI. Soeharto, who then was a major general and commander of the Army Strategic Reserves Command, took over leadership and deposed Bung Karno from his presidential seat.
In 1966, Soeharto received a letter known as the March 11 Letter of Instruction which reportedly transferred state power from Sukarno to him.
In 1967, Soeharto unseated Sukarno as president in the special session of the Provisional People's Consultative Assembly (MPRS).
Consolidating his power under a new regime called the New Order, Soeharto launched a "regime cleansing" against the Old Order.
Together with Hamengkubuwono IX, the sultan of Yogyakarta, and Adam Malik -- the three were known as the triumvirate -- Soeharto divided the tasks for economic and political reconstruction. Sultan Hamengkubuwono was assigned to lead efforts for economic recovery, Adam Malik was assigned to redirect Indonesia's foreign policy toward the West, and Soeharto himself was "assigned" to rebuild the lamentable domestic politics.
Soeharto was determined to change Indonesia's course, from its emphasis on politics to prioritizing economic development. He set up the trilogy of development: political stability, economic growth and equality.
To gain political legitimacy, perceived as a prerequisite to economic growth, the government conducted a general election in 1971. The election, however, was far from democratic. Soeharto introduced the "floating mass" concept that banned political parties from operating at village level.
From the 1971 election and throughout the New Order period, the Functional Group (Golongan Karya, or Golkar) served as Soeharto's main political machinery. Golkar legally operated not as a political party, although in fact it was a party. Golkar ran in the 1971 elections against 10 other political parties -- including PKI and Masyumi which were two of the four biggest parties in 1955 but which had been out of political scene -- and won 62 percent of the vote.
In 1974, Soeharto forced all political parties to merge into three: Golkar, the United Development Party (PPP) and the Indonesian Democratic Party (PDI). Again, legally speaking Golkar was not a political party. Five more elections were conducted every five years. During those years, Soeharto tightly controlled politics; not even the slightest room was available for opposition.
There were several cases of serious opposition during the New Order regime. The first came rather as a blow in 1974, when students protested against Japanese investments. Added by political rivalry between Gen. Soemitro and Maj. Gen. Ali Moertopo, student protests in Jakarta turned into riots. The movement ended with the removal of Soemitro from his powerful position as deputy commander of the Armed Forces and chief of staff of the Operation Command for the Restoration of Security and Order (Kopkamtib).
The second serious opposition movement came in 1978. Again it came from students, who protested Soeharto's bid for a second term in office, which would be decided upon by the People's Consultative Assembly in its General Session in March 1978.
Several retired Army officers backed the students, while factionalism was apparent within the Armed Forces. Soeharto moved fast to crush the movement. Hundreds of opposition and student leaders were arrested, dozens of newspapers and magazines were closed down. The movement lost its momentum, and after that Soeharto enjoyed an incontestable position.
If Golkar served as Soeharto's main political machinery, the Army functioned as guardian of the state. And since the state was personalized around Soeharto alone, the Army also served to protect him. Under its dual function role doctrine -- the doctrine argues that the duties of a professional Indonesian Armed Forces includes attending to nonmilitary business, especially if it has to do with politics -- the military intervened in almost all sectors of public life. At its peak, the number of military personnel serving in nonmilitary affairs reached over 40,000. Later, history witnessed excesses of the doctrine.
Some businesspeople, many of whom were of Chinese descent, enjoyed state protection and sometimes two-digit economic growth; some grew to become tycoons and magnates. The privileges that these businesspeople enjoyed sparked resentment from other communities. As a result, racial tension grew.
But Chinese businesspeople were not the only ones to enjoy state protection and preference. Some indigenous businesspeople also enjoyed similar privileges. In general, what Kunio Yoshihara calls "ersatz capitalism", or pseudocapitalism, grew. Those "capitalists" were not real capitalists.
Then the financial crisis came. It first hit in mid-1997, and many believe it was a direct result of Thailand's economic crisis. The crisis worsen with the scheduling of the People's Consultative Assembly's General Session in March 1998, with the main agenda being to "elect" a "new" national leadership. It eventually turned into a political crisis too. But Soeharto was determined to run for his seventh consecutive five-year term in office. Supported by his political machine, Soeharto, as expected, became president again.
The economic and political crises made the political climate like a house of cards. Lacking sensitivity, Soeharto filled his new Cabinet with cronies, and appointed one of his daughters minister of social affairs. Less than two months after the formation of the new Cabinet, political tension mounted to an unbearable level. On May 12, four Trisakti University students were shot dead following a peaceful demonstration.
The shootings immediately sparked the emotions of the masses. To the majority of people, the New Order regime had become soulless. Within a week, Indonesia experienced one of its most tumultuous periods in history. For three days, from May 13 through to May 15, six of the country's largest cities were hit by massive riots, probably the largest riots in Indonesia's history. Days later, hundreds of thousand students and members of the public poured into the streets. Chanting and demanding total reform, thousands marched to the legislative building in Jakarta and occupied it for several days.
This forced Soeharto to step down. Instead of returning the presidential mandate to the People's Consultative Assembly (MPR) he gave the mandate to vice president B.J. Habibie. The new president is weak, but his weakness is one of his strengths. Everyone close to him feels that they can use him, and thus balancing the power is everyone's interest. The government scheduled another general election on June 7, 1999, only two years after the last election.
Forty-eight political parties, instead of three, competed for 462 seats in the House of Representatives, with the remaining 38 seats going to the military. The election was the first democratic poll since 1955, and the results should have a long-term effect on domestic political stability. The Indonesian Democratic Party of Struggle (PDI Perjuangan) won a majority in the House (DPR) with 35 percent of seats, followed by Golkar, the United Development Party (PPP), the National Awakening Party (PKB), the Crescent and Stars Party (PBB) and the National Mandate Party (PAN).
Despite its position as a simple majority party, PDI Perjuangan lost the political battle to install chairwoman Megawati Soekarnoputri as president. In a tight race against a strategic coalition of Golkar and the Axis Force, a coalition of various Islamic parties, PDI Perjuangan also lost the strategic posts of speakers of the House and People's Consultative Assembly. After losing out on the presidency, Megawati was elected as vice president.

Brief History of Arab Culture

A brief history of Arab culture includes its origin and proliferation.
The ancient Arabic culture is considered Semitic and originated in the Arabian Peninsula alongside Sabaeans. These people delineated as Armenians, Akkadians, and Canaanites and eventually migrated to the “Near East,” comprised of Mesopotamia and Lavant nearly four thousand years ago. They initially dominated the Near East region, but eventually lost prominence due to various wars and political turmoil. Control was relinquished to the Persian Empire, but the Aramaic language remained the dominant prestigious language until Alexander III’s conquest, when Greek replaced Aramaic as the dominant language of the region.
The Wax and Wane of the Arabs
Arabs were distinguished from Sabaeans by region—while Sabaeans inhabited the Southern portion of the Arabian Peninsula, while the Arabs lived in the north. Arabs were comprised to two groups—nomadic Arabs known as Bedouins and sedentary Arabs, which were Bedouins that found an area with enough sustainable resources to maintain a small society. This is indicative of the fact that Bedouins were nomadic due to the harsh weather conditions of the arid Arabian region. Thus, the majority of Arabs were comprised of small, hereditary tribes, resulting in little economic and militaristic prominence. Subsequently, Arabs did not enjoy much power or prosperity until surrounding influences such as Sabaeans and Mesopotamians. They were instead trade intermediaries and herders. Eventually, Arabic tribes began to coalesce; the Greek Seleucids and Sabaeans began to decline, resulting in Arabic proliferation.
The Arabic culture experienced another decline with the rise of the Byzantine Empire, the Sabaeans, and the Persian Empire. This also marked the period of the emergence of Judaism and Christianity, which spread simultaneously as two very similar Semitic religions. These two religions existed concurrently with the residual Bedouin religion, a polytheistic faith that observed Allah, a god akin to the Christian and Jewish singular god, as well as Allah’s three daughters.
The Arabic culture rose once again around the turn of the first millennium. Bedouin culture and military power grew to impressive proportions. Mecca was founded as the religious center, Arabic became the primary language, poetry as well as prose became wildly popular, and the concept or “manliness,” or “muru’a” was developed to characterize the largely patriarchic society. This prominence sustained and solidified the Arabic culture, as we know it today for 500 years, at which point the Quraysh Tribe conquered Mecca. The Arabs did not rise again until the appearance of the prophet Muhammad and the emergence of Islam.http://www.ccasonline.org/brief-history-of-arab-culture.html

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Muse: A Brief History (200704 Los Angeles Times article)

By Craig Rosen, Special to The Times
MUSE singer-guitarist Matthew Bellamy can still remember the British trio's first Los Angeles gig. "It was at the Viper Room. There were only about 20 people there," he recalls. "It must have been when I was 19 or 20 in 1999. It was one of our first gigs abroad."
That show was set up to showcase the band for American suitors from Maverick and Columbia Records, but the conditions were far from ideal. "It was the first time I had really flown that far from home," Bellamy says. "I was completely unfamiliar with the feeling of jet lag. It probably wasn't the best performance we ever did because we were all half asleep on stage."<more>
Still, the trio managed to impress Maverick executive Guy Oseary, who, Bellamy says, attended the gig "with some geezer from the Sex Pistols" — actually guitarist-turned-radio host Steve Jones — and Muse scored a U.S. recording contract.
Fast-forward eight years, and Muse — which also includes bassist Chris Wolstenholme and drummer Dominic Howard — is preparing to play its biggest North American headlining gig Tuesday at the sold-out 18,000-seat Forum. In the interim, the band split from Maverick but found a more sympathetic home with its parent company, Warner Bros. Records.
Although Maverick had high hopes for Muse, "Showbiz," the band's debut album, received a lukewarm critical reception, failed to chart and sold 100,000 copies, according to Nielsen SoundScan. Things got so bad that Maverick opted not to release the band's second effort, "Origin of Symmetry," in the U.S. (It was subsequently released in 2005 by Warner Bros. but sold only 49,000 copies).
The band's fortunes began to change when it moved to Warner Bros., which issued "Absolution" in 2004. That album sold 513,000 copies and spawned two Top 10 modern rock hits, "Hysteria (I Want It Now)" and "Time Is Running Out," both of which became staples on KROQ-FM (106.7) and stoked the group's growing popularity as a live act.
In subsequent years, Muse has gone on to headline the Mayan Theatre in May 2004, a two-night stand at the Wiltern in December 2004, a date at the Greek Theatre in summer 2006, and now the Forum in support of its latest effort, "Black Holes and Revelations," which debuted at No. 9 and features the current modern rock hit "Starlight."
"For them to headline the Forum on their own is exceptional," says Gary Bongiovanni, editor in chief of Pollstar, which covers the concert business. "It obviously indicates huge popularity in Southern California." Bongiovanni compares Muse's success as a live draw in L.A. to Depeche Mode, whose KROQ-fueled popularity in the late '80s eventually led the group to a headline date at the Rose Bowl in 1988.
Although Muse isn't big enough to headline outdoor stadiums in the U.S., it has reached that level in the U.K., where it's scheduled to play two nights at the 75,000-seat Wembley Stadium in June. "It'll be a big challenge to us," Bellamy says on the phone during a tour stop in Japan. "You have to really think about a different type of show. You've got to really care and think about the people at the back and the top, who are not going to see my facial expressions. You've got to put a lot more effort into the visual side of the show."
Muse's music, which mixes the drama and apocalyptic angst of Radiohead with the operatic bombast of Queen, is well-suited to larger venues. The fact that Bellamy's lyrics avoid British colloquialisms in favor of more universal themes has also contributed to the band's success.
"We're just keeping the old British rock flame alive," Bellamy says, perhaps sensitive about the Radiohead comparisons, which stymied the band's progress early on. "The '90s threatened to wipe it out with Brit-pop and a lot of the softer bands like Coldplay and Radiohead. One of the reasons we get associated with some of the '70s rock bands is because we are one of the few British bands that actually plays rock music, or what I call rock music."
One of Muse's most epic rockers is "Knights of Cydonia," an alternative rock hit from "Black Holes and Revelations." Wolstenholme has said the song sums up "40 years of rock history in six minutes," which gives Bellamy a laugh.
Many have assumed it's Muse's attempt to pay homage to Ennio Morricone's spaghetti western soundtracks, but actually the inspiration was a lot closer to home. Bellamy's father, George, played guitar in the early '60s combo the Tornados, whose space-rock instrumental "Telstar" became the first No. 1 single by a British act in America.
"I wanted to do something that was a bit of reference toward that because I never really paid attention to any of that music when I was growing up," he says. "I just recently realized my dad's band was pretty cool."
http://www.musewiki.org/Muse:_A_Brief_History_%28200704_Los_Angeles_Times_article%29

The History of Computers

"Who invented the computer?" is not a question with a simple answer. The real answer is that many inventors contributed to the history of computers and that a computer is a complex piece of machinery made up of many parts, each of which can be considered a separate invention.
This series covers many of the major milestones in computer history (but not all of them) with a concentration on the history of personal home computers.
Computer History
Year/Enter
Computer History
Inventors/Inventions
Computer History
Description of Event
1936
Konrad Zuse - Z1 Computer First freely programmable computer.
1942
John Atanasoff & Clifford Berry
ABC Computer
Who was first in the computing biz is not always as easy as ABC.
1944
Howard Aiken & Grace Hopper
Harvard Mark I Computer
The Harvard Mark 1 computer.
1946
John Presper Eckert & John W. Mauchly
ENIAC 1 Computer
20,000 vacuum tubes later...
1948
Frederic Williams & Tom Kilburn
Manchester Baby Computer & The Williams Tube
Baby and the Williams Tube turn on the memories.
1947/48
John Bardeen, Walter Brattain & Wiliam Shockley
The Transistor
No, a transistor is not a computer, but this invention greatly affected the history of computers.
1951
John Presper Eckert & John W. Mauchly
UNIVAC Computer
First commercial computer & able to pick presidential winners.
1953
International Business Machines
IBM 701 EDPM Computer
IBM enters into 'The History of Computers'.
1954
John Backus & IBM
FORTRAN Computer Programming Language
The first successful high level programming language.
Stanford Research Institute, Bank of America, and General Electric
ERMA and MICR
The first bank industry computer - also MICR (magnetic ink character recognition) for reading checks.
1958
Jack Kilby & Robert Noyce
The Integrated Circuit
Otherwise known as 'The Chip'
1962
Steve Russell & MIT
Spacewar Computer Game
The first computer game invented.
1964
Douglas Engelbart
Computer Mouse & Windows
Nicknamed the mouse because the tail came out the end.
1969
ARPAnet The original Internet.
1970
Intel 1103 Computer Memory The world's first available dynamic RAM chip.
1971
Faggin, Hoff & Mazor
Intel 4004 Computer Microprocessor
The first microprocessor.
1971
Alan Shugart &IBM
The "Floppy" Disk
Nicknamed the "Floppy" for its flexibility.
1973
Robert Metcalfe & Xerox
The Ethernet Computer Networking
Networking.
1974/75
Scelbi & Mark-8 Altair & IBM 5100 Computers The first consumer computers.
1976/77
Apple I, II & TRS-80 & Commodore Pet Computers More first consumer computers.
1978
Dan Bricklin & Bob Frankston
VisiCalc Spreadsheet Software
Any product that pays for itself in two weeks is a surefire winner.
1979
Seymour Rubenstein & Rob Barnaby
WordStar Software
Word Processors.
1981
IBM
The IBM PC - Home Computer
From an "Acorn" grows a personal computer revolution
1981
Microsoft
MS-DOS Computer Operating System
From "Quick And Dirty" comes the operating system of the century.
1983
Apple Lisa Computer The first home computer with a GUI, graphical user interface.
1984
Apple Macintosh Computer The more affordable home computer with a GUI.
1985
Microsoft Windows Microsoft begins the friendly war with Apple.
SERIES
TO BE
CONTINUED

http://inventors.about.com/library/blcoindex.htm

Whiz Kids and Deep Linking A History of Google

Not since the invention of the printing press more than 500 hundred years ago has an invention changed both the way we communicate and the way we access information as the Internet has. Originally a Defense Department project in the early 1960s, the Internet has become integral to everyday life, vaulting companies such as Amazon, Yahoo!, eBay and Google to the fore of public consciousness. None, however, is riding higher than Google. More than just the world’s most popular search engine, Google has become nearly synonymous with the Internet itself. Spread almost exclusively by word of mouth, Google has millions of users in more than 100 languages and has sent technology giants Microsoft and Yahoo! scrambling. How did two Stanford Ph.D. dropouts, Larry Page and Sergey Brin, launch a search engine that seems to be the end game for all other Internet companies? In the Beginning There Was Larry and Sergey: 1995-1996
Larry Page from Michigan met Sergey Brin from Moscow in the spring of 1995 at a new student orientation at Stanford University. Brin was showing Page and other prospective graduate students around campus when suddenly the pair began arguing about random issues. Though they had just met, they were playing each other's favorite game of intellectual jousting and they soon became inseparable. While Brin was an extrovert accustomed to the limelight and Page was more quiet and contemplative, they had overlapping backgrounds and ambitions. They both lived near major universities and had fathers who were respected professors and mothers whose jobs involved computing and technology. Given that academics was treasured in both their homes, it was inevitable they would attend graduate school. Soon they were studying together in the William Gates Computer Science building (Vise 2005). While there, Page, who had been working with Stanford’s Digital Library Project, noticed the search engine he was using, AltaVista, included links. While AltaVista appeared not to do anything with the links, those links are precisely what Page began to focus on. In 1996, Page and Brin began to download and analyze Web links and soon developed a link rating system called “PageRank” that would become the heart of Google (Caufield 2005).
PageRank would revolutionize not only search engines but also the entire Internet. Early search engines used a weak keyword indexing and matching system that often produced irrelevant results corrupted by private interests, pornography Web sties that emptied dictionaries onto their Web pages, and search engines that accepted money for placing a given Web site in search results. But what PageRank did is “crawl” the Web with “Googlebot” and then analyze the Web’s vast link structure as an indicator of an individual page’s value. Page initially called this early search engine “BackRub” because it dealt with the combination of “back links,” akin to academic citations, with Web pages (Caufield 2005). In other words, Google gives weight to sites that are linked to other sites. In doing so, Page and Brin inadvertently solved one of the core problems of searching for relevant information on the Web. Their vision encompassed a more holistic approach to searching. Not surprisingly, Brin and Page were considered social progressives which, in Silicon Valley, meant they favored free and open software rather than the closed system that Microsoft prefers (Vise 2005).
A New Name and New Growth: 1997-1999
As the search engine grew in popularity at Stanford, both Page and and Brin decided that BackRub needed a new name. Page turned to fellow graduate student Sean Anderson for help, and they discussed several possible new names for “BackRub.” After several days of brainstorming in their graduate student office, Anderson verbally suggested the word “googleplex.” Page and Brin liked it, and Page suggested they shorten it to “googol,” which refers to the number 1 followed by 100 zeros, a number that nicely embodied the company’s mission to organize the vast expense of the Web. When Anderson searched to see if the domain name was available, he misspelled “googol” as “google” which was available. Because “googol” was unavailable and Page thought “google” had an Internet ring to it like Yahoo! or Amazon, Page  registered  their search engine as “google.com” on the Internet domain name registry. In contrast to other busy-looking pages with flashy banners and blinking lights, Brin and Page decided to keep google.com clean and simple to allow for faster searches (Koller 2004). Though the Stanford Digital Library funded them $10,000 which Brin and Page used to build and string together inexpensive PCs, Brin and Page were still perpetually short on money. As google.com’s popularity continued to grow at Stanford, Page and Brin were faced with a decision: finish their graduate work or create a business around their growing search engine. Reluctant to leave their studies, Page and Brin offered to sell their search engine for $1 million to AltaVista. To their disappointment, AltaVista passed, as did Yahoo!, Excite, and other search engines. They were rejected in part because many search engines wanted people to spend more time and money on their Web site, while Google was designed to give people fast answers to their questions by quickly sending them to relevant Web pages. Yahoo! cofounder David Filo, a Stanford alumnus and friend to Brin and Page, advised the duo to take a leave of absence from Stanford to start their own business (Vise 2005). Filo initially encouraged Brin and Page not only because they were friends but also because Yahoo! was interested in cultivating a field of healthy search engines they could use. While obviously underestimating how powerful Google would become, Yahoo! realized that along with mail, finding information on the Web was going to be an important part of their business. Indeed, Yahoo! and Google would eventually have a complex competitive/cooperative relationship.
Unable to interest major search companies, Page and Brin took Filo's advice and sought funding to start their own company and to pay off the terabyte of memory they bought using their credit cards. They approached Andy Bechtolscheim, a founder of Sun Microsystems and a friend of a Stanford faculty member. Bechtolscheim, in a hurry to get to another meeting, immediately recognized Google’s potential, cut the meeting short, and wrote a check for $100,000 on the spot (Vise 2005).
On September 7, 1998, Brin and Page formally established Google Inc., cashed their new check, and hired fellow Ph.D. student Craig Silverstein as their first employee. Their first office as a new business was in a house in Menlo Park which they soon outgrew and moved to University Avenue in downtown Palo Alto. Brin and Page recruited employees with the lure of their “cool” technology, stock options, free snacks and drinks, and the idea that “millions of people will use and appreciate your software.” By the end of 1998, Google was handling 10,000 daily searches and was included in PC Magazine’s list of Top 100 Web Sites and Search Engines. Google was moving up in the world.
Google’s popularity continued to rise during 1999 as major search engines such as AltaVista, Excite, and Yahoo! were losing users. While those search engines were becoming diluted by “all purpose” sites, or sites on which viewers could shop, read the news, and check email, Google kept its focus on being a premier search engine and soon traffic surged to 500,000 searches a day. What really put Google on the map was a hefty $25 million from John Doeer of Kleiner Perkins and Michael Moritz of Sequia Capital. In an unprecedented move, Doeer and Moritz agreed to work together to fund Google on the condition Google hire a CEO to create a noticeably lacking business infrastructure at Google (Vise 2005). Despite less-than-stellar profits in 1999, Google still refused to go public to raise money like many dot-com companies and refused to license out its technology or put flashy banners on its Web site. Instead, to increase revenue, it turned to highly targeted ads called “sponsored links.” Now called AdSense, the service allows small publishers to tap into Google’s huge base of advertisers, gaining themselves—and Google—income (Battelle 2005).
The GooglePlex and Rapid Expansion: 2000-2003
By mid 2000, Google had 15 million searches per day and was winning awards for its quality of search results. Soon the company settled in an extensive building complex called the “Googleplex” and began hiring talented software engineers and mathematicians who suddenly found themselves out of work when the stock bubble burst in 2000. Google also benefited from Microsoft’s antitrust court battle that effectively painted Bill Gates as a bully and a monopolist. In contrast to Microsoft, Google was seen as a fresh company run by nice guys who had an appealing motto of “Don’t Be Evil” (Vise 2005). Google’s influence also spread when Yahoo! dropped Inktomi (a popular search engine at the time) in favor of Google-generated search results. By June 2000, Google officially became the world’s largest search engine with a billion-page index—the first time so much of the Web had been made available.
By 2001, Google had over 100 million searches per day, or 10,000 every second. Due in large part to Google’s 20% rule, which allowed employees to pursue their own interests one day a week, Google was rapidly turning out new innovations, such as phone number searches, Google Image Search, Google Alerts, Froogle, and Google NewsPage. One engineer also created a way to catch a user’s spelling errors, coming closer and closer to connecting a user's mind with technology. The year 2001 was also remarkable in that Brin and Page finally hired a CEO at the increasing urging of investors Kleiner Perkins and Sequoia Capital. Brin and Page had always been reluctant to give up their independence and were concerned that implementing corporate-like controls at the Googlelex would stifle innovation and hamper progress. However, after a recommendation from John Doerr of Kleiner Perkins, they interviewed Eric Schmidt from Novell, Inc. Impressed with Schmidt’s obvious commitment to the company and his courage to challenge Microsoft, Brin and Page welcomed him as their new CEO. And just how integral Google had become to users was seen on September 11th when millions of stunned searchers turned to Google to make sense of their world.
When America Online chose Google over both Overture (a popular company that provided targeted ads for major Internet sites) and Inktomi to provide both search and advertising results, Google's reach grew enormously. Google also partnered with Earthlink and AskJeeves, and by the end of 2002, Google generated $440 million in sales and $100 million in profits--all while still a private company. While Microsoft and Google maintained a simmering rivalry, Microsoft had been distracted on resolving disputes from other companies and underestimated the extent of Google’s power. Google wanted to keep it that way. Once Google and the details about the scope of its operations became public, Brin and Page feared competition with Microsoft would become even fiercer.
By 2003, tens of millions people searched Google daily: Germans googelte, Finns googlata, and the Japanese guguru. And Google continued its innovation and expansion by buying PyraLabs, a blog service (Vise 2005).
Gmail and Going Public: 2004
Google had two surprising announcements in 2004. The first was about plans to open a research facility on the moon. But that did not garner as much controversy as their second announcement: plans to launch a new e-mail service, Gmail, which offered a gigabyte of storage for each user, a built-in search function, and messages that were grouped into conversations. To Google’s surprise, the Electronic Privacy Information Center soon issued a statement announcing that Gmail violated the sanctity of private communications by allowing e-mail messages to remain in Google’s servers for longer than 180 days. Gmail’s automated targeted ads which seemed to “read” the content of a user’s e-mail also worried some privacy groups. Despite concerns, theorists argued that it was inevitable that personal information would move online, and once people tried Gmail, they loved it. While there have been no reported privacy breeches, privacy groups still advise Gmail and Internet users in general to be aware of what they put online.
This year was also notable in that Google finally went public, albeit not without challenges. Google’s two classes of shares (the founders and the rest) allowed Brin and Page to have almost complete control over the company because their shares were worth ten times that of the ordinary share holder's. In addition,Brin and Page did not want to follow the traditional Wall Street procedure of using investment bank underwriters who tended to offer under priced IPOs (Initial Public Offerings) to favored clients who would then profit by dumping the stock on day one after the price skyrocketed. Instead Brin and Page wanted a “Dutch” auction or uniform price auction in which all bidders only pay the price of the lowest accepted bid (Battelle 2005). Furthermore, though none of these concerns materialized, potential investors worried that consumers would find a way to turn off Google’s “sponsored links” or that Google would lose its lucrative partnership with AOL or AskJeeves. Also, Geico’s copyright infringment lawsuit against Google threatened Google’s targeted ad system, and consequently its franchise. Geico objected to the way Google profited by selling ads to Geico’s competitors that were linked to trademarked names that Geico owned. For example, another company could bid on the word “Geico” or the trademarked product Geico Direct and run an ad. Geico alleged that the approach created confusion in the minds of consumers who would type “Geico” and the see ads for one or more of its competitors, which Geico felt infringed on the legal rights it had to protect its brand name (the court would later rule that Geico had insufficient evidence and terminated the trial). In addition,Yahoo! dropped Google and unveiled their own Google-like search engine. To make matters worse, Playboy published a major interview with the “Google Guys,” which was a potential violation of the quiet period, which is a four-week period prior to the close of a business quarter in which a company is forbidden to speak to the public to avoid potentially disclosing “inside” information. The PlayBoy interview prompted investors to question the maturity of Brin and Page. Still, when trading began at 11:56 a.m. on August 19, 2004, the Google IPO proved extremely successful, giving the company an initial market value of $23.1 billion dollars. Soon after, Google outbid Yahoo! to partner with AOL European Internet service to provide ads (Vise 2005).
Google Keeps Going and Going: 2005-Present
Since going public and amid revenues of $1.032 billion, Google launched several new programs--including Google Store, Google Video, Google Mini, and Google Maps--and acquired Irchen Software, a San Diego-based Web analytics firm. In 2006, Google opened a philanthropic franchise called Google.org and announced plans to work with the National Archives in Washington D.C. to digitize years of historical footage, including WWII newsreels, motion picture films, and NASA productions. Google also released Google calendar as well as created an advertising partnership with eBay and a toolbar distribution with Adobe. In a significant move, Google also acquired the extremely popular YouTube. By the end of 2006, Google stock soared to over $500 per share (Google).
In 2007, Google announced partnerships with China Mobile and Samsung, as well as new partnerships with more libraries for its digital library project. It also provided upgrades for Google Earth Software, opened Gmail to everyone, and made innovations in AdClick. Despite its aggressive expansion, Google is still seen as quirky, innovative, and surprising, which has served as an effective competitive strategy (Vise 2005).
Conclusion: To Infinity and Beyond?
Brin and Page have long-term plans for Google’s continuing expansion, including working with geneticists to digitize the human genome. With their own supercomputer and custom-programmed operating system, Google’s ability to create advanced software will increase rapidly. Google’s presence is still not without controversy, however. Its digital library, in particular, has been criticized because it potentially represents only Google’s conception of a “universally accessible and useful knowledge” at the exclusion of other cultures and viewpoints (Jeanneney 2007). Lastly, Google’s far-reaching presence into personal lives such as its aggressive acquisitions of blogs, picture albums, toolbars, calendars, and GoogleEarth is troubling to many due to the potential of abuse. But Google shows no signs of slowing down, even in light of Microsoft’s proposal to buy Yahoo! Always the visionaries, Sergey Brin and Larry Page continue to look to the future where, perhaps, as Brin states, they “can attach a little version of Google that you just plug into your brain. All the world’s knowledge immediately available, which is pretty exciting” (Vise 2005).
 http://www.randomhistory.com/1-50/035google.html

Whiz Kids and Deep Linking

A History of Google

Not since the invention of the printing press more than 500 hundred years ago has an invention changed both the way we communicate and the way we access information as the Internet has. Originally a Defense Department project in the early 1960s, the Internet has become integral to everyday life, vaulting companies such as Amazon, Yahoo!, eBay and Google to the fore of public consciousness. None, however, is riding higher than Google. More than just the world’s most popular search engine, Google has become nearly synonymous with the Internet itself. Spread almost exclusively by word of mouth, Google has millions of users in more than 100 languages and has sent technology giants Microsoft and Yahoo! scrambling. How did two Stanford Ph.D. dropouts, Larry Page and Sergey Brin, launch a search engine that seems to be the end game for all other Internet companies?
In the Beginning There Was Larry and Sergey: 1995-1996
Larry Page from Michigan met Sergey Brin from Moscow in the spring of 1995 at a new student orientation at Stanford University. Brin was showing Page and other prospective graduate students around campus when suddenly the pair began arguing about random issues. Though they had just met, they were playing each other's favorite game of intellectual jousting and they soon became inseparable. While Brin was an extrovert accustomed to the limelight and Page was more quiet and contemplative, they had overlapping backgrounds and ambitions. They both lived near major universities and had fathers who were respected professors and mothers whose jobs involved computing and technology. Given that academics was treasured in both their homes, it was inevitable they would attend graduate school. Soon they were studying together in the William Gates Computer Science building (Vise 2005). While there, Page, who had been working with Stanford’s Digital Library Project, noticed the search engine he was using, AltaVista, included links. While AltaVista appeared not to do anything with the links, those links are precisely what Page began to focus on. In 1996, Page and Brin began to download and analyze Web links and soon developed a link rating system called “PageRank” that would become the heart of Google (Caufield 2005).
PageRank would revolutionize not only search engines but also the entire Internet. Early search engines used a weak keyword indexing and matching system that often produced irrelevant results corrupted by private interests, pornography Web sties that emptied dictionaries onto their Web pages, and search engines that accepted money for placing a given Web site in search results. But what PageRank did is “crawl” the Web with “Googlebot” and then analyze the Web’s vast link structure as an indicator of an individual page’s value. Page initially called this early search engine “BackRub” because it dealt with the combination of “back links,” akin to academic citations, with Web pages (Caufield 2005). In other words, Google gives weight to sites that are linked to other sites. In doing so, Page and Brin inadvertently solved one of the core problems of searching for relevant information on the Web. Their vision encompassed a more holistic approach to searching. Not surprisingly, Brin and Page were considered social progressives which, in Silicon Valley, meant they favored free and open software rather than the closed system that Microsoft prefers (Vise 2005).
A New Name and New Growth: 1997-1999
As the search engine grew in popularity at Stanford, both Page and and Brin decided that BackRub needed a new name. Page turned to fellow graduate student Sean Anderson for help, and they discussed several possible new names for “BackRub.” After several days of brainstorming in their graduate student office, Anderson verbally suggested the word “googleplex.” Page and Brin liked it, and Page suggested they shorten it to “googol,” which refers to the number 1 followed by 100 zeros, a number that nicely embodied the company’s mission to organize the vast expense of the Web. When Anderson searched to see if the domain name was available, he misspelled “googol” as “google” which was available. Because “googol” was unavailable and Page thought “google” had an Internet ring to it like Yahoo! or Amazon, Page  registered  their search engine as “google.com” on the Internet domain name registry. In contrast to other busy-looking pages with flashy banners and blinking lights, Brin and Page decided to keep google.com clean and simple to allow for faster searches (Koller 2004). Though the Stanford Digital Library funded them $10,000 which Brin and Page used to build and string together inexpensive PCs, Brin and Page were still perpetually short on money. As google.com’s popularity continued to grow at Stanford, Page and Brin were faced with a decision: finish their graduate work or create a business around their growing search engine. Reluctant to leave their studies, Page and Brin offered to sell their search engine for $1 million to AltaVista. To their disappointment, AltaVista passed, as did Yahoo!, Excite, and other search engines. They were rejected in part because many search engines wanted people to spend more time and money on their Web site, while Google was designed to give people fast answers to their questions by quickly sending them to relevant Web pages. Yahoo! cofounder David Filo, a Stanford alumnus and friend to Brin and Page, advised the duo to take a leave of absence from Stanford to start their own business (Vise 2005). Filo initially encouraged Brin and Page not only because they were friends but also because Yahoo! was interested in cultivating a field of healthy search engines they could use. While obviously underestimating how powerful Google would become, Yahoo! realized that along with mail, finding information on the Web was going to be an important part of their business. Indeed, Yahoo! and Google would eventually have a complex competitive/cooperative relationship.
Unable to interest major search companies, Page and Brin took Filo's advice and sought funding to start their own company and to pay off the terabyte of memory they bought using their credit cards. They approached Andy Bechtolscheim, a founder of Sun Microsystems and a friend of a Stanford faculty member. Bechtolscheim, in a hurry to get to another meeting, immediately recognized Google’s potential, cut the meeting short, and wrote a check for $100,000 on the spot (Vise 2005).
On September 7, 1998, Brin and Page formally established Google Inc., cashed their new check, and hired fellow Ph.D. student Craig Silverstein as their first employee. Their first office as a new business was in a house in Menlo Park which they soon outgrew and moved to University Avenue in downtown Palo Alto. Brin and Page recruited employees with the lure of their “cool” technology, stock options, free snacks and drinks, and the idea that “millions of people will use and appreciate your software.” By the end of 1998, Google was handling 10,000 daily searches and was included in PC Magazine’s list of Top 100 Web Sites and Search Engines. Google was moving up in the world.
Google’s popularity continued to rise during 1999 as major search engines such as AltaVista, Excite, and Yahoo! were losing users. While those search engines were becoming diluted by “all purpose” sites, or sites on which viewers could shop, read the news, and check email, Google kept its focus on being a premier search engine and soon traffic surged to 500,000 searches a day. What really put Google on the map was a hefty $25 million from John Doeer of Kleiner Perkins and Michael Moritz of Sequia Capital. In an unprecedented move, Doeer and Moritz agreed to work together to fund Google on the condition Google hire a CEO to create a noticeably lacking business infrastructure at Google (Vise 2005). Despite less-than-stellar profits in 1999, Google still refused to go public to raise money like many dot-com companies and refused to license out its technology or put flashy banners on its Web site. Instead, to increase revenue, it turned to highly targeted ads called “sponsored links.” Now called AdSense, the service allows small publishers to tap into Google’s huge base of advertisers, gaining themselves—and Google—income (Battelle 2005).
The GooglePlex and Rapid Expansion: 2000-2003
By mid 2000, Google had 15 million searches per day and was winning awards for its quality of search results. Soon the company settled in an extensive building complex called the “Googleplex” and began hiring talented software engineers and mathematicians who suddenly found themselves out of work when the stock bubble burst in 2000. Google also benefited from Microsoft’s antitrust court battle that effectively painted Bill Gates as a bully and a monopolist. In contrast to Microsoft, Google was seen as a fresh company run by nice guys who had an appealing motto of “Don’t Be Evil” (Vise 2005). Google’s influence also spread when Yahoo! dropped Inktomi (a popular search engine at the time) in favor of Google-generated search results. By June 2000, Google officially became the world’s largest search engine with a billion-page index—the first time so much of the Web had been made available.
By 2001, Google had over 100 million searches per day, or 10,000 every second. Due in large part to Google’s 20% rule, which allowed employees to pursue their own interests one day a week, Google was rapidly turning out new innovations, such as phone number searches, Google Image Search, Google Alerts, Froogle, and Google NewsPage. One engineer also created a way to catch a user’s spelling errors, coming closer and closer to connecting a user's mind with technology. The year 2001 was also remarkable in that Brin and Page finally hired a CEO at the increasing urging of investors Kleiner Perkins and Sequoia Capital. Brin and Page had always been reluctant to give up their independence and were concerned that implementing corporate-like controls at the Googlelex would stifle innovation and hamper progress. However, after a recommendation from John Doerr of Kleiner Perkins, they interviewed Eric Schmidt from Novell, Inc. Impressed with Schmidt’s obvious commitment to the company and his courage to challenge Microsoft, Brin and Page welcomed him as their new CEO. And just how integral Google had become to users was seen on September 11th when millions of stunned searchers turned to Google to make sense of their world.
When America Online chose Google over both Overture (a popular company that provided targeted ads for major Internet sites) and Inktomi to provide both search and advertising results, Google's reach grew enormously. Google also partnered with Earthlink and AskJeeves, and by the end of 2002, Google generated $440 million in sales and $100 million in profits--all while still a private company. While Microsoft and Google maintained a simmering rivalry, Microsoft had been distracted on resolving disputes from other companies and underestimated the extent of Google’s power. Google wanted to keep it that way. Once Google and the details about the scope of its operations became public, Brin and Page feared competition with Microsoft would become even fiercer.
By 2003, tens of millions people searched Google daily: Germans googelte, Finns googlata, and the Japanese guguru. And Google continued its innovation and expansion by buying PyraLabs, a blog service (Vise 2005).
Gmail and Going Public: 2004
Google had two surprising announcements in 2004. The first was about plans to open a research facility on the moon. But that did not garner as much controversy as their second announcement: plans to launch a new e-mail service, Gmail, which offered a gigabyte of storage for each user, a built-in search function, and messages that were grouped into conversations. To Google’s surprise, the Electronic Privacy Information Center soon issued a statement announcing that Gmail violated the sanctity of private communications by allowing e-mail messages to remain in Google’s servers for longer than 180 days. Gmail’s automated targeted ads which seemed to “read” the content of a user’s e-mail also worried some privacy groups. Despite concerns, theorists argued that it was inevitable that personal information would move online, and once people tried Gmail, they loved it. While there have been no reported privacy breeches, privacy groups still advise Gmail and Internet users in general to be aware of what they put online.
This year was also notable in that Google finally went public, albeit not without challenges. Google’s two classes of shares (the founders and the rest) allowed Brin and Page to have almost complete control over the company because their shares were worth ten times that of the ordinary share holder's. In addition,Brin and Page did not want to follow the traditional Wall Street procedure of using investment bank underwriters who tended to offer under priced IPOs (Initial Public Offerings) to favored clients who would then profit by dumping the stock on day one after the price skyrocketed. Instead Brin and Page wanted a “Dutch” auction or uniform price auction in which all bidders only pay the price of the lowest accepted bid (Battelle 2005). Furthermore, though none of these concerns materialized, potential investors worried that consumers would find a way to turn off Google’s “sponsored links” or that Google would lose its lucrative partnership with AOL or AskJeeves. Also, Geico’s copyright infringment lawsuit against Google threatened Google’s targeted ad system, and consequently its franchise. Geico objected to the way Google profited by selling ads to Geico’s competitors that were linked to trademarked names that Geico owned. For example, another company could bid on the word “Geico” or the trademarked product Geico Direct and run an ad. Geico alleged that the approach created confusion in the minds of consumers who would type “Geico” and the see ads for one or more of its competitors, which Geico felt infringed on the legal rights it had to protect its brand name (the court would later rule that Geico had insufficient evidence and terminated the trial). In addition,Yahoo! dropped Google and unveiled their own Google-like search engine. To make matters worse, Playboy published a major interview with the “Google Guys,” which was a potential violation of the quiet period, which is a four-week period prior to the close of a business quarter in which a company is forbidden to speak to the public to avoid potentially disclosing “inside” information. The PlayBoy interview prompted investors to question the maturity of Brin and Page. Still, when trading began at 11:56 a.m. on August 19, 2004, the Google IPO proved extremely successful, giving the company an initial market value of $23.1 billion dollars. Soon after, Google outbid Yahoo! to partner with AOL European Internet service to provide ads (Vise 2005).
Google Keeps Going and Going: 2005-Present
Since going public and amid revenues of $1.032 billion, Google launched several new programs--including Google Store, Google Video, Google Mini, and Google Maps--and acquired Irchen Software, a San Diego-based Web analytics firm. In 2006, Google opened a philanthropic franchise called Google.org and announced plans to work with the National Archives in Washington D.C. to digitize years of historical footage, including WWII newsreels, motion picture films, and NASA productions. Google also released Google calendar as well as created an advertising partnership with eBay and a toolbar distribution with Adobe. In a significant move, Google also acquired the extremely popular YouTube. By the end of 2006, Google stock soared to over $500 per share (Google).
In 2007, Google announced partnerships with China Mobile and Samsung, as well as new partnerships with more libraries for its digital library project. It also provided upgrades for Google Earth Software, opened Gmail to everyone, and made innovations in AdClick. Despite its aggressive expansion, Google is still seen as quirky, innovative, and surprising, which has served as an effective competitive strategy (Vise 2005).
Conclusion: To Infinity and Beyond?
Brin and Page have long-term plans for Google’s continuing expansion, including working with geneticists to digitize the human genome. With their own supercomputer and custom-programmed operating system, Google’s ability to create advanced software will increase rapidly. Google’s presence is still not without controversy, however. Its digital library, in particular, has been criticized because it potentially represents only Google’s conception of a “universally accessible and useful knowledge” at the exclusion of other cultures and viewpoints (Jeanneney 2007). Lastly, Google’s far-reaching presence into personal lives such as its aggressive acquisitions of blogs, picture albums, toolbars, calendars, and GoogleEarth is troubling to many due to the potential of abuse. But Google shows no signs of slowing down, even in light of Microsoft’s proposal to buy Yahoo! Always the visionaries, Sergey Brin and Larry Page continue to look to the future where, perhaps, as Brin states, they “can attach a little version of Google that you just plug into your brain. All the world’s knowledge immediately available, which is pretty exciting” (Vise 2005).

 
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