 The gentleman yields back, I now recognize the chair. Sorry, recognize the gentleman from Georgia, Mr. Johnson. Thank you, Mr. Chairman. Facebook is dominant not just in the social media market, but also in its digital surveillance capabilities. In 2012, Facebook had several tools that allowed it to conduct digital surveillance, including trackers, Facebook's like button, Facebook login, and a series of application programming interfaces or APIs. Mr. Zuckerberg, these tools provide Facebook with insights into its competitors' websites and apps. Isn't that correct? Yes or no? Congressman, I think broadly the answer to what you're saying is yes. We, every other company here, do market research to understand what people are finding valuable. All right, okay. So you're going beyond the scope of my question. I appreciate that answer, though. Mr. Zuckerberg, a few days before Facebook acquired Instagram, a Facebook vice president emailed you suggesting ways to improve Facebook's, quote, competitive research, end quote. By building a custom model, Facebook could improve its understanding of its competitors, end quote, make more bold decisions on whether they are friends or foes, end quote. Mr. Zuckerberg, how does Facebook improve its competitive research to distinguish friends from foes? Congressman, I'm not sure exactly what he was referring to in that email there, but he is one of the people involved in running our analytics organization. And I think it's natural that he would, as part of his responsibility, be focused on market research and understanding more there. And certainly, isn't it true that Facebook, after that conversation, purchased the web analytics company, ONAVO, in 2013, to give Facebook more capability to monitor its competitors? Congressman, I think you have the timing correct. We purchased ONAVO as part of our broader market research capacity. And that would give you the capability to monitor your competitors, correct? Congressman, it gave aggregate analytics as to what people were using and what people were finding valuable. Sort of like the type of product you would get from Nielsen or ComScore, some of these other third-party companies that provide similar data. Well, Mr. Zuckerberg, that acquisition gave you non-public, real-time data about engagement, usage, and how much time people spend on apps. And when it became public that Facebook was using ONAVO to conduct digital surveillance, your company got kicked out of Apple's app store. Isn't that true? Congressman, I'm not sure I'd characterize it in that way. I think this was part of the problem. ONAVO did get kicked out of the app store. Isn't that true? Congressman, I believe we took the app out after Apple changed their policies. And it was because of... It was because of the use of these surveillance tools. Congressman, I'm not sure that the policy was worded that way, or that that's exactly the right characterization of it, but Apple changed their policy. Let me ask you this question. After ONAVO was booted out of the app store, you turned to other surveillance tools such as Facebook Research app, correct? Congressman, in general, yes, we do a broad variety of multiple research as do other companies. And also, isn't it true, Mr. Zuckerberg, that Facebook paid teenagers to sell their privacy by installing Facebook Research app? Congressman, I'm not familiar with that, but I think it's a general practice to be able to... That companies use to have different surveys and understand data from how people are using different products and what their preferences are. Facebook Research app got thrown out of the app store, too. Isn't that true? Congressman, I'm not familiar with that. Okay, well, over nearly a decade, Mr. Zuckerberg, you led a sustained effort to surveil smaller competitors to benefit Facebook. These were steps taken to abuse data, to harm competitors, and to shield Facebook from competition. You tried one thing and then you got caught, made some apologies, then you did it all over again. Isn't that true? Congressman, I respectfully disagree with that characterization. I think every company engages in research to understand what their customers are enjoying so that they can learn and make their products better. And that's what we were trying to do. That's what our analytics team was doing. And I think in general, that allowed us to make our services better for people to be able to connect in a whole lot of different ways, which is our goal. Did you use that capability to purchase WhatsApp? Congressman, it was one of the signals that we had about WhatsApp's trajectory, but we didn't need it. Without that, it was pretty clear that WhatsApp was a great product. I already had a relationship with Yan Coom, the founder. And it was a competitor. And the gentleman's time has expired. I now recognize the gentleman from Florida, Mr. Stubbe.