Thursday, December 23, 2010

Google Logo "Google doodle celebrates"

Google Corporate Logo
Google's chief doodler, Michael Lopez, and his team of five artists took a total of 250 hours spanning over five months to create the holiday Google doodle. Discussions of the holiday Google doodle started as far back as July, according to the Wall Street Journal.

Google Corporate Logo "Google doodle celebrates"
It's the holiday Google doodle that has replaced Google's corporate logo on its homepage today. Although less flashy in comparison to Google's bouncing balls doodle on the eve of Google Instant search's release, the current holiday Google doodle has taken a considerable amount of time to achieve.

Google Corporate Logo, For fashion screen appraiser netzens, 17 themed doodles have been unveiled by Google, celebrating the holiday.

“We call our special holiday logos, Google doodles”, said the VP of Search & User Experience at Google, Marissa Mayer on Google Sidewiki.

“The first Google doodle appeared on August 30, 1998. The new holiday Google Doodles are available on web page.

Google's Consumer Future

As it looks at its future, Google needs to realize it has a "user experience" problem and its simplicity—the elegant search box—isn't enough, especially as it starts to compete with rivals whose entire existence revolves around easy, consumer experiences. To me, user experience isn't about making things pretty and using pretty icons. Instead it's about making simple, beautiful, usable, and user-friendly interfaces.

No one can argue with Google's ability to engineer great software—it's done so in the past—but that simply isn't good enough in the new worlds it is trying to conquer. Televisions, phones, productivity applications, and even Google's own local pages are less about search and more about engagement: something not core to the company's corporate DNA. Here are three major challenges Google needs to surmount:

• Make software usable by tens of millions of people on a disparate array of products.

• Overcome its history of only using data to define its future.

• Figure out how to keep people in its playground, rather than helping people find the information they were looking for and sending them elsewhere: a radical new approach to business.


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