网络营销-文摘

See RFC 2616 for a complete list of these status codes. Likely reasons for this error are an internal server error or a server busy error. If the server is busy, it may have returned an overloaded status to ask the Googlebot to crawl the site more slowly. In this case, we’ll return again later to crawl additional pages.

在互联网上，如果一个网页被很多其它网页所链接，说明它受到普遍的承认和信赖，那么它的排名就高。这就是 Page Rank 的核心思想。 当然 Google 的 Page Rank 算法实际上要复杂得多。比如说，对来自不同网页的链接对待不同，本身网页排名高的链接更可靠，于是给这些链接予较大的权重。

MySpace site’s statistics:

• 61 + million registered users with 21+ million unique visitors
• Splits 50.2% male, 49.8% female
• Primary age demographic is 16-34
• Attracts 220,000 new registrants daily

the primary motivations and characteristics of that age group:

• Rebellion against authority
• Curiousity about sex
• Obsession with certain members of the opposite (or in some cases the same) gender
• Dangerously high levels of hormones blocking many logical functions

And MySpace provides:

• A community with millions of members of the desired age, gender & characteristics, most likely seeking the same goals
• Easy, free access
• Relative levels of anonymity if desired
• Ability to share personal information and view the personal details of others

So, kids want to have sex and MySpace delivers, that’s why MySpace is So Successful

1. 你不可能满足所有的用户。
2. 如果一个蠢方法有效，那它就不是一个蠢方法。
3. 别忘了你的产品是由最年轻的程序员在最短的时间内开发出来的，所以，问题总是无法避免。
4. 如果某个产品创意，只有你一家这么做，那一定是错误的方向。
5. 没有任何产品开发，运营计划在实践中能继续顺利执行。
6. 所有预期5个月才会到来的瓶颈总是3个月内就会遇到。
7. 重要的事总是简单的。
8. 简单的事总是难以做到。
9. 一般情况下，你除了时间外什么都不缺。
10. 关键用户的意志应该获得优先考虑。（不一定是大多数的）
11. 当用户为你免费生产内容的时候，别忘了，同时也在生产垃圾和风险。
12. 需要两个人彼此协助才能完成的任务，通常不会按时完成。
13. 资金，设备，人才总是在你最需要的时候，找不到。
14. 你为产品增加的任何功能都可能反而损害产品的竞争力－－－什么都不做也一样。
15. 唯一比竞争对手还可怕的（而且会搞死你自己的)是内部开发，运营人员虚妄的想法。
16. 正常用户的行为是可以预测的，但是互联网上却充斥着”变态”的玩家。

To: All Intel employees

This week we’re taking an important and difficult step in our efficiency project: reducing the number of Intel managers by about 1,000 people worldwide. Only managers, ranging from senior to first-line, are affected. This step is important because it addresses a key problem we’ve found in our efficiency analysis—slow and ineffective decision-making, resulting, in part, from too many management layers. It is difficult because the managers who will leave the company are our colleagues and friends, and since we have limited internal job opportunities, redeploying their skills is not a viable option.