Almost every time I’ve turned on the television in the past week, I’ve seen an ad for Google Chrome. What started earlier this year as a sprinkling of ads here in the United States has become a torrential downpour.
For me, Google has long been one of the poster children for a new breed of company born in the age of the Internet that doesn’t need to rely on traditional advertising to build its brand.
So, as I’m sure many of you have, I started asking myself, why exactly is Google doing so much television advertising?
It’s no secret that Google has historically not been a fan of traditional advertising. In fact, it wasn’t so long ago (2006) that Google Chairman Eric Schmidt called advertising “the last bastion of unaccountable spending in corporate America.”
And Google is certainly an interesting paradox: a company that historically does little paid advertising itself, yet makes billions of dollars selling advertising to others.
I did a little research and pieced together some history about Google and television ads.
In May, 2009, the first ad for Google Chrome appeared on television in the United States. In the blog post announcing the new spot, Google sounded almost apologetic, saying the ad was originally just developed in Japan as a web video, but it sparked a conversation and received good feedback. So Google decided to run it as a TV ad, in part as a test of the new Google TV Ads program.
The next year you may recall that Google actually bought an ad on the Super Bowl, which they called Parisian Love.
Eric Schmidt announced the spot on the Google blog, justifying it by saying “we liked this video so much, and it’s had such a positive reaction on YouTube, that we decided to share it with a wider audience.” But his Twitter announcement of the ad acknowledged that this was quite a unlikely strategy for Google:
Earlier this year, Google began developing the current set of ads for Google Chrome in partnership with advertising agency BBH.
The work is compelling, as advertising goes (here’s a link to all of the spots on YouTube, if you want to check them out). Perhaps the most thoughtful one highlights the It Gets Better Project, which has resulted in thousands of videos being created for YouTube that are intended to give hope to LGBT youths.
The Dear Sophie spot has been viewed on YouTube over 3 million times, and there are ads featuring Lady Gaga (4 million page views) and Justin Bieber (almost 2 million pages views) as well. The newest pieces highlight The Johnny Cash Project (where artists are collaboratively developing a tribute music video for Cash’s song “Ain’t No Grave”), Frank Restaurant in Austin, TX (mmm…. so delicious… don’t pass up the waffle fries), and Angry Birds.
From a branding perspective, the ads make sense–as stories. By telling these stories, Google and BBH are invoking the transitive property of branding to associate Google Chrome with some incredibly innovative collaborative efforts. The math looks something like this:
Lady Gaga = open, collaborative, innovative.
Google Chrome = open, collaborative, innovative.
Therefore, if you like Lady Gaga, you’ll like Google Chrome.
Certainly getting ten million combined pageviews on YouTube for the campaign is pretty awesome—and free—so why spend the big money to put these ads on television too? Isn’t the beauty of the Google / YouTube model that it can be effective at eliminating the need for traditional advertising?
Perhaps Google is trying to expand its brand awareness with people it can’t reach via YouTube? But why spend the money on Google Chrome, a web browser (and a term Google itself has shown that almost no one understands), rather than the Google brand itself?
My first thought was that perhaps Chrome was losing the browser wars and the television ads were a desperate attempt to keep the Chrome ship afloat.
It turns out that is about as far from true as you can get. Chrome is killing it. According to StatCounter, Chrome is rapidly gaining new users at the expense of Internet Explorer and Firefox both.
In fact, some predict Chrome usage will actually exceed Firefox usage by the end of this year.
A victory for traditional advertising?
Not so fast. Here’s a good post from late this summer highlighting Chrome’s rapid ascent and documenting the reasons for it. From the post:
“Online, Google of course has a huge marketing advantage over basically everyone else since it can recommend its Chrome browser on its web properties such as Google Search, YouTube, etc. Not even Facebook can compare with Google when it comes to sheer web presence, reaching over a billion users.
That said, Google has clearly built a very good and highly popular product. If people didn’t like Chrome, the browser wouldn’t be able to retain users to the extent it seems to be doing.”
So the two reasons for Chrome’s success come down to:
1) the browser is good
2) it can leverage the power of Google’s online advertising engine (yes, the same engine that millions of companies have raided their traditional media advertising budgets to spend more on, causing the rise of Google in the first place).
But I didn’t see Google’s television advertising strategy mentioned here, or in any other article I read, as an explanation for Chrome’s rapid ascent.
Let me sum things up:
I get why Google is making the effort to create stories like these and share them with the world. Storytelling is an extremely powerful tool for building brands the open source way.
And overall, I like the approach Google is taking—many of the stories are really well told, and the focus on open, collaborative projects and artists (not to mention tasty hot dogs) sits well with me.
But I can’t for the life of me figure out why Google spending so much of its shareholders’ money putting these ads on TV.
If you have the answer, I’d love to hear it.
[This post originally appeared on opensource.com]
My theme this week is organizational openness and transparency and today I’d like to highlight a fantastic example of an organization that has built a culture with openness at its core: Mozilla.
Most of you probably know Mozilla as the organization famous for its open source Firefox web browser. But what you may not know is that open source is more than just a technology decision for Mozilla; the open source way is deeply ingrained in every aspect of its culture.
Last week, Mozilla Technology Evangelist Paul Rouget wrote a post on his blog entitled Mozilla Openness Facts. In it, he attempts to capture as many examples of openness in action at Mozilla as he can.
Here are just a few of the examples Paul shares (read his post if you want to see the rest):
1. An open door office policy: open source contributors are welcome to drop by Mozilla offices and hang out. In fact, Paul notes that he first met current Mozilla CEO Gary Kovacs (before he joined Mozilla) when Gary visited the Paris office where Paul works.
2. Transparent financials: Sure, many companies publish their financial results publicly… because they are public companies. Mozilla isn’t, but still does.
3. Open meetings: No strategy behind closed doors here. Not only are many of Mozilla’s meetings open to the public, they often post the phone numbers (and even video conference URLs) on their wiki.
4. Public product roadmap: Want to know Mozilla’s future technology direction? No need to hire a private investigator, you can find the product roadmap on the wiki too.
Not all of these examples are unique to Mozilla and some of them are simply a part of being a responsible member of the open source movement. But what is unique is that someone took the time to catalog the openness examples.
It’s a fantastic idea, and perhaps something that every company that bills itself as open should attempt to do in a public forum.
I reached out to Paul to ask him a few questions about openness and what motivated him to compile the list of examples. Here are some highlights from our conversation:
First, I asked him about some of the challenges that come with openness and transparency. One of the points he made that resonated most with me is that “being open is not a passive task.” It isn’t enough just to make information open—you must be active about helping people find it.
“Open meetings are meetings where anybody can come. But you have to promote these meetings. Make sure the contributors hear about them. Same for mailing lists and IRC channels, open channels, but you need to find them… Just keeping the doors open is not enough,” says Paul.
Paul also pointed out another crucial lesson of organizational openness, that being open doesn’t mean everyone has the right to vote on everything.
“Being transparent and open doesn’t mean we are a democracy. We listen to everybody, but we believe that the most skilled people should make the most important decisions. And you don’t have to be an employee to be a decision-maker.”
Finally, I asked him why he took the approach of “showing vs. telling” in writing the post (which I loved, very esse quam videri). Here was his response.
“I was trying to define openness. I failed. Much easier to show. Everybody is talking about how transparent and open they are. Even big and closed companies. I say b$%^&*!t, they are not. They just use openness as a new buzz word and a new marketing thing. If you are open, show me your meeting notes, show me your source code, let me be part of your team conference calls, let me look at your metrics, and let me work with you.
I wanted to show that being open is much more than just being open source.”
Well shoot, that sounds a lot like what we are trying to show with opensource.com:)
Nicely done, Paul. Nicely done, Mozilla.
[This post originally appeared on opensource.com]
I’ve always been a fan of the Mozilla Foundation, and not just because of the Firefox web browser. As catalyst for some of the great communities in the open source world, Mozilla is something of a recipe factory for what to do right when it comes to building community. As it turns out, Mozilla’s Director of Developer Relations, Chris Blizzard, is a long time friend of mine.
In fact, this is not the first time I’ve interviewed him– my first Blizzard interview experience was back in 2002 when Mozilla 1.0 came out and he and I both worked for Red Hat.
I spent some time with Chris to discuss his experiences and learn more about community-building the Mozilla way.
1. When I first met you ten years ago, you were a Red Hat employee with a day job keeping the redhat.com website up and running, and, even then, you were hacking on Mozilla for fun in your spare time. Now you run developer relations for Mozilla, and you’ve had some other amazing experiences, including working on the One Laptop Per Child project, along the way.
It strikes me that you are a great case study of someone who has achieved success in the meritocracy of open source by doing good work. Knowing what you know now, if you were starting from ground zero as a community contributor, how would you get started?
That’s kind of a tough question because I don’t have that perspective anymore. I know too much about how these communities operate to be able to answer that with the fresh face of someone new to a project. But, honestly, I think that that if I were to guess I would say find something that you’re passionate about and just start working on it. My own case is instructive.
[Read the rest of this post on opensource.com]