Rebecca MacKinnon Quotes

Microsoft could help Facebook with one of the biggest challenges, namely monetizing its traffic without reducing the user's experience. It's obvious that Microsoft needs traffic and Facebook needs search.

Google was founded to get information to everybody. A by-product of that strategy is that we invented an advertising business which has provided great economics that allows us to build the servers, hire the employees, create value.

Google is a fierce competitor. I wish I was worth a bazillion dollars; that would be really nice. They're a fierce competitor, and they're very good in search. They're very good with their global map thing.

Start small; get to know the landscape. We take risks but not major risks. We always started with small capital - €4m in Holland, $10m in Russia - and as we get to know the landscape of a country, we think about other businesses.

Consistently, Baidu has censored politically sensitive search results much more thoroughly than Google.cn.

Google attempted to run a search engine in China, and they ended up giving up.

When I arrived, I didn't understand London customers perfectly, but we've developed the right style with the right price, and step by step, I'm in harmony with London.

Yahoo! is the only company with both scale and leadership in branded and search advertising.

Vertical search engines that match your business, service or products with a target market offer you a higher conversion rate than traditional search engines. Because they have already qualified their interest by coming to a search engine with a specific focus, searchers will be more receptive to targeted advertising.

An entrepreneur needs to know what they need, period. Then they need to find an investor who can build off whatever their weaknesses are - whether that's through money, strategic partnerships or knowledge.

I don't really follow market research. In the end, I respond to my own instincts.

Google started out when the dot-com boom was happening. It grew under the radar of big companies that were competing in but basically ignoring search. Then they were able to really invest during the bust for a long time.

When my co-founder and I first had the idea for IronPort, an email security company, we triangulated a list of the 20 most relevant people in email - former CEOs, open source technologists, investors and thought leaders.

I am responsible for creating and overseeing the future products that make up Google Advertising.

We need to be in front of consumer trends and translate those trends into insights and foresights.

Yahoo was Jerry Yang's baby. He did a great job creating the baby. Unfortunately, some of the key executives after the foundation of the company couldn't keep up with the technology innovation of the industry. They thought that Yahoo should become a media company.

Our first product was Quicken, which is personal financial management on a PC. It had a tough start, and we ran some tracking surveys to understand who was using it. Half the users claimed to use it in some sort of office environment. We ignored that. I thought it was meaningless.

If you haven't created the time as an owner to understand why people are choosing your model over your competition, then you are only managing the business that comes in the door, not actively seeking it out.

I believe that starting any business should be as easy as a 10-year-old starting a lemonade stand.

No matter what, the entrepreneur must strive to be above average and, at the same time, understand what is driving those averages they are seeking to beat. Take the time to understand and test the metrics you are using, and then you can not only set the average, you can exceed it.

As I spent tons of time with customers, not just in the United States, but in emerging markets, in Europe, in Latin America, top of mind for everybody is how do they drive growth for their business going forward.

I think the Indian AI ecosystem is growing rapidly. A lot of Indian entrepreneurs reach out to me seeking feedback about startups and products. And some of them have very interesting business ideas.

As a young analyst just out of Stanford business school in the 1960s, I got to really understand what growth was about. Back then, you had to ask a customer to pay some money. That was the most important thing in getting a company off the ground.

It's incredibly important to be - once you do have a product - acutely observational about the trends.

I'm not thinking of any other leagues. I'm really not. I'm thinking of what can I do to move Bellator forward. I'm thinking of what we need to fix, what fighters we should sign, where we can expand internationally.