Ross Levinsohn Quotes

We aren't into the consumer space because that space is largely dominated by search and advertising, and it has a consumer face to it.

Facebook done a great job of monetizing social.

I credit Google for having the foresight to identify threats to its main business of selling advertising against search results. The potential loss of market share in the mobile space led them to the Android acquisition.

I'd never buy something, even if it's a great brand, that is a competitor to something I already own; that's insane.

Online advertising works, although it lands especially on search engines like Google and Yahoo. They achieve much higher revenues online than the websites of publishing companies.

Today you can start a blog, build an audience, and give the advertising slots to AdBrite or Google AdSense.

The advantage of the consumer businesses is they tend to be much broader-based, much larger number of customers, that tend to over time be a lot more predictable. The advantage of the enterprise companies is they are not as subject to consumer trend, fad, behavior.

We have never seen a sport as a business, and we have this great passion for football. QPR are not a trophy asset. If we had wanted a trophy asset, there were more glamorous clubs we could have bought.

Great companies are built on great products.

Put simply, my vision for AOL is to build the largest and most sophisticated global advertising network while we grow the size and engagement of our worldwide audience.

I don't want to kill ads. I think advertising is great, and I'm very aware that there's multiple revenue streams in television, subscription and advertising. But I also don't want to put my head in the sand, and I think the world is changing.

The advertising market in China is big and is still growing at a considerable pace. While online video is emerging as a mainstream advertising solution, it still represents a relatively small portion of advertising budget in China.

In advertising not to be different is virtually suicidal.

The last bastion of competitiveness is local advertising sales. There's little being spent by local advertisers on the Internet. That's where local media have leverage.

The reason we make money is because we have a few different business models. One is ads: we get incredibly high click rates because most people on Scribd are searching the site for something, or they came from a search engine, and they're looking for something specific.

Personally, I'd love to see more social media firms develop business models that aren't reliant on advertising. If you're a social media firm selling ads, your goal is to get people to interrupt what they're doing all day long so they come and stare at your service as much as possible.

All media owners want to attract advertising revenue. Google is no different.

I have great expectations for our company; pretzels were just the beginning.

Google has a great product. They've built a great business.

I thought a company that provides mutual-fund information could be a great business, because you could construct an effective moat by building large financial databases and customer lists and a strong brand name.

Focusing on the long term and building a great product that is scalable ultimately leads to a great company.

While Google has given away pretty much everything it has to offer - from search and maps to email and apps - this has always been part of its greater revenue model: the pennies per placement it gets for seeding the entire Google universe of search and services with ever more targeted advertising.

Google's thing is not advertising because it's not a romanticizing operation. It doesn't involve expression. It's a link. What they're doing is selling access.

I think Yahoo is a great company, with great assets.

There are plenty of people who are willing to pay $2.6 million for 30 seconds on the Super Bowl and hundreds of thousands of dollars for 'American Idol.' There will be advertising dollars on the Internet. We're there as well. We win either way.