...as a project by Larry Page and Sergey Brin in 1996 as a search engine, Google has become one of the largest Corporations to date. By 2000, the Google search engine was provided in 15 languages. After that, the Google toolbar was released. In 2002, Adwords was released, which was a new technology for cost per click pricing system for advertising. Today, the well-known Gmail was also created by Google, and the very popular YouTube was even acquired by them. In 2010, Google was viewed as the Global Leader in technology that focused on how the people obtained information. It has about 40 different products and services within Google.com, as the search engine (including Google Images, Google Books, Google Scholar, Google News, Google Finance, Google Videos, etc.), applications (including Google Docs, Google Calender, Gmail, etc.), clients (including Google Toolbar, Google Chrome, etc.), Google Geo (including Google Maps, Google Earth, etc.), Android and Google Mobile (including Google Mobile, Mobile Ads, etc.), Google Checkout, and Google Labs. All these products have positively impacted the way in which we communicate, access information, and locate things with ease, and this is what makes Google today, one of the strongest brand recognitions in the world. Based on the SWOT Analysis carried out, following results show Google’s main strengths, weaknesses, opportunities, and threats: STRATEGIC ANALYSIS Google’s mission is to: “Organize the World’s Information and make it...
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...1. Using competitor intelligence from the case material, assess the levels of market commonality and resource similarity that Google has with three key industry competitors. How will they influence competitive behavior and the intensity of rivalry? Market Commonality refers to the number of different markets two or more direct competitors are involved in. For instance Sony and Samsung are direct competitors and are involved in number of different markets which includes Smartphones, Televisions, and Hi Fi Systems and so on. Market commonality also pertains to the degree of importance each competitors give to their each market. For instance, Sony and Samsung may give more importance to their Television line of products because it either maybe their most popular products of all or it may be due to their anticipated future market of that product. Multimarket competitors are less likely to attack each other aggressively, but will respond aggressively when they’re being attacked. For instance Airlines industry is a multi-market industry wherein the prices are similar, but if the competitors comes up with a promotion, others would swiftly respond. Resource similarity on the other hand, refers to how the each of the firms’ resources both tangible and intangible can be compared. For instance, Sony and Samsung both are market leaders in LCD and LED manufacturing. Both have exceptional intangible resources in terms of designing products and their level of knowhow and technological expertise...
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...Kimberly Weatherspoon September 22, 2011 Capstone Course Google Case: Discussion Google’s mission to organize, and make all information accessible and useful to its users drives Google’s strategies to expand into new markets, gather further information, and make that information available in a beneficial, valuable manner. Google's objectives are to grow, expand into international markets, and continue developing new products such as new advertising technology. Strategically, Google differentiates themselves by focusing on the core product of search services and has benefited from a competitive advantage in "faster response times, and greater economies of scale,” which translates into lower costs. Therefore, Google not only has an advantage in the differentiation arena, but also in cost and speed as well. Google's search-engine business model has propelled it to a dominant role in the industry based on its expertise and differentiation. Google’s innovations and diversity keep them in a leading position. The decision point for Google to deal with the Chinese market proposed a number of decision points. First was the decision of whether or not to enter this new market at all. China is a very population-heavy market with the potential for revenue-generating transactions by selling advertisements to companies in the local area. Profitable markets with the possibility of yielding high returns such as the Chinese market attract new players to enter...
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...Marlee McManus MKTG 433 Dr. Sciulli Google Case Analysis Due Via D2l: 2/6/15 1. Provide a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis of Google. Incorporate items from the articles as well as your own ideas. Strengths: It is Google’s efficient and effective user friendly interface, and the output of impeccably accurate results, that makes the company the frontrunners of the global search engine market. The company constantly updates and upgrades its technology and search algorithms to produce the best results possible. In 2001, Google implemented image search capabilities, which has come to expand to include the capability of searching for videos, news data, documents, books, and many other forms of “rich data”. With the launch of Google Instant in 2010, a program that predicts a user’s search query based on what they are typing, Google further enhanced the efficiency of the user’s search experience. Their position as the leading global internet database is further reinforced by their ability to produce results in various languages, and output localized search results. Furthermore, the fact that Google’s employees are required to spend 20% of their time developing their own projects acts as a perpetual catalyst to innovation--which always keeps the company one step ahead of their competitors. Weaknesses: Google relies primarily on advertisements as the source of their revenue. The problem with this is that advertisers’ spending patterns reflect...
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...Case analysis about Google’s Strategy in 2010 The article talks about how Google works, how they have been evolving and their innovations. The article starts talking about the year 2010 and the billion dollar sales that the company had that year. Then it emphasize how Google went from the searches in the computer to negotiations with several big and important brands to launch the android operating system for mobile phones which helped the widespread of internet and of mobile devices in the world. Google beneficiated too from the raise of banner ads and video ads displays. Also wanted to launch in 2010 Google TV believing that this market could grow to $95 billion by 2013. As you can see, Google is always trying to innovate, to search for new markets, leading technology to the future. In July 2010 Schmidt commented that Google´s new ventures into mobile devices, television search and cloud computing would allow the company to “organize the world´s information on any device and in any way that we can figure out to do it”. Another useful innovations that Google launched was Google earth and its companion Google maps in 2004, that allowed internet users to search and view satellite images of any location in the world. Then people could see it in 3d (street view). Also between 2005 and 2010 Google included Google news, book search, music search, video search, Gmail, web-based calendar, web-based document and spreadsheet applications, Picasa web photo albums, translation feature...
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...Case Case: Google MBA Japan-‐ INSY 690 (Case Analysis Assignment) Student: Lance Shields 1. What were the key factors behind Google’s early success? • Perfecting an innovative search engine was clearly the most important factor for Google founders’ early success. Turning the keyword spam problem on the web into an opportunity by solving it while grad students at Stanford led to Sergey Brin’s and Larry Page’s now famous PageRank algorithm. Instead of counting keywords like old search engines, the founders created reliable searches through the number of websites that link to a page or “votes” to weight search result relevance. • Google focusing on the user was another trait that attracted people initially as the nononsense simple white search page and distinctive colorful logo with no ads or editorial content on the page lead to easy and fast searches that Yahoo couldn’t imitate. This is described in their first truism “Focus on the user and all else will follow” where they talk about simplicity of interface and speed of page loads. • Google delivered search results people really wanted lead to users trusting Google as they promise to not sell placement in search results to advertisers and instead rely on the “true” natural search to deliver users the content they really are looking for. At the same time, their sponsored links were relevant to...
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...additions.** Listen carefully for instructions our first week of class and look for >>> to know where to add additional resources from the NYT or PBS Newshour. **The reason for asking you to find/add more articles some weeks is for you to see how much there is to inform you ahead, past graduation, when you need to continue to keep learning going yourself. By then, you should bring new perspectives to the articles and changing ideas/ways of doing nearly everything. ***When NYT responses are due on a day when a case analysis is due, send ONE email with both NYT responses and case analysis included with abbreviated case name in the subject line (e.g., Google 2:30). If you are emailing with a question or about an absence, put QUESTION or ABSENCE in the subject line. Always put the start time of your section in the subject line and always send using your Baruch email account to Linda.Lopez@baruch.cuny.edu (NOT baruchmail). When responding to case questions (cases and questions found at the end of textbook chapters), recall these are analyses, not responses of one or two lines. ****Attendance is required for all panel presentations as well as for any class featuring a guest speaker. If you must leave class early, sign out on the back of the attendance sheet, noting the time and reason for leaving early. Your participation credit may be adjusted for late arrivals and early departures. > This is a discussion-based course; electronic devices/books & materials for other courses...
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...sharply increased the intensity of competition in most industries. We will learn how leading firms have devised strategies, structured, and managed their organizations to achieve competitive advantage in this challenging environment. Strategic management deals with uncertainty and unstructured situations. You will learn tools and concepts for putting some structure into your analysis of strategic issues. But most strategic choices require judgment. Case studies enable us to test our judgment and learn vicariously from successful and unsuccessful managers in a variety of situations. Hence, class discussion of the cases is a central part of your learning experience. Methods: We will combine cases, lectures, individual and group papers and presentations. Pre-requisites: First semester of Core. Textbook: Jay Barney, Gaining and Sustaining Competitive Advantage, Fourth Edition. Case Packet will be available. Assignments and Grading: 1. Participation: (15%) Attendance is required. Please inform the instructor in advance if you need to be absent. Participation means active involvement in the discussion of the case with evidence of preparation. 2. Article File: (5% for 1 brief, 5 minute, presentation) Once during the term you will come to class prepared to make a short presentation of an article from a business publication that fits the topic of...
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...Google Misses the Mark There were many areas where Google may have missed the mark in the initial layout and design after its acquisition of You Tube. The first major mark Google missed was the initial design of the video service. Google initially designed the service where users were able to search video content. Google wanted to make an easy search function so that its users could easily search television shows and also find when and where to watch them. The search function was in no way comparable to You Tube. You Tube’s design was more simplistic and searching was much easier. Google’s video service overall missed the mark in the small details as well. The Google video service did not incorporate the small details that users liked such as the number of views. This information was only available to the uploader and not the viewer. Google’s service allowed the user to search captions from a video, but the search would produce only related information such as broadcasting dates and not the actual video. Once Google began allowing user contributed content, it required special version of Video LAN to view the videos, making it inaccessbile to the average viewer. Google also offered a new flash technology which made it a lot quicker to upload a video, but viewing the video took considerably longer. Youtube was a smaller company and there was no real threat or fear of lawsuits for copyright infringement. With Google, their pockets seemed endless and were a prime target for...
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...MSIS604/OMIS378 Information Systems Policy & Strategy Spring Quarter, 2013—2 April/13 June Instructor: Dr. Darrel A. (Del) Mank dmank@scu.edu Cell Phone: 408-605-3983 Office Hours: By appointment Office: Room 321W Lucas Hall Class Days: TTh Class Period: 5:45pm—7:00pm Class Room: 310 Lucas Hall Text: Schilling, Melissa A.; STRATEGIC MANAGEMENT of TECHNOLOGICAL INNOVATION, McGraw-Hill/Irwin, 4th Edition, 2013 ISBN 978-0-07-802923-3 Cases* Hewlett-Packard Merced Division SAP America VMware Inc., 2008 IBM and Eclipse (A) Oracle vs. salesforce.com Enterprise IT at Cisco (2004) Google Inc. *All Cases are from the Harvard Business Review and are available at the SCU Bookstore Course Objectives: • To develop an awareness of the range, scope, and complexity of the issues and problems related to the strategic management of ISTs. • To develop an understanding of the “state of the art” of the strategic management of IST and IST innovation. • To develop a conceptual framework for assessing IST capabilities. • To develop insight concerning the skills necessary to be effective as an IST manager. • To offer some practice in defining and working out strategic management problems related IST innovation and implementation. Course Description/Perspective: The course focuses on the strategic management and deployment of information systems and technologies (ISTs) to improve business competitiveness. The...
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...Summary of a guide to case analysis The guideline provides an overall strategies for us to explore our insights and analysis ability. First of all, it explains the importance of using cases to practice strategic management. Learning by doing is a point that the author points out, which means that students are assumed as a part of the company, and dealing with various situation, solving problems by applying tools and concepts, have the ability to create an action plan. There are 7 key strategies are illustrated. The first strategy is objectives of case analysis. It means in a given case, identifying the company and understanding the company’s current situation first, and do judgments critically, apply the right strategy to lead the firm to success. The point here is discussion, case discussions will bring more opinions to the problem, and it also provides an opportunity for students to develop the skills of managerial judgments and diagnosing the business issues. The second strategy is preparing a case for class discussion. Basically, it requires students be prepared before class, so that students will involve in the class discussion and contribute some reasoned thoughts, views with classmates. Suggestion also provided in the guideline, such as skim the case quickly, read the case thoroughly and so on. The third strategy is participating in class discussion of a case. Students do a lot discussion during the class, the content includes students participate in discussion, and...
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...| Entrepreneurial Growth | | Fall Semester, 2013 Man 385.24 Unique #04780 | Professor John N. Doggett Class Days Monday and Wednesdays from 12:30 to 2:00 p.m. Class Room UTC 4.104 Office CBA 5.124k Office Hours Wednesdays, 5:30 to 6:30 p.m. or by appointment Phone 512-232-7671 E-Mail john.doggett@mccombs.utexas.edu Course Web Page via Canvas ------------------------------------------------- Teaching Assistants Grant Garlinghouse (grant.garlinghouse@mba14.mccombs.utexas.edu) Course Objectives I have taught this course since late in the last century. Today, as we approach a second global recession, helping people learn how to grow firms as astutely as possible will play a role in speeding the beginning of a new recovery. When companies like Cisco and HP abandon major market segments, it is even more important to think critically about how to grow a firm’s products. Given the chaotic period that we are entering, I have made several significant changes to this course. First, I have done away with the individual midterm. The “next” recovery will be a group effort. So will your midterm. Second, I have assigned three books. These are some of the best books out there on how to think about innovation, competition and how to grow a business. They will become “let me read that again” go-to books that you will use long after you graduate from UT. To compensate for the heavy reading load, I have eliminated...
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...its core search businesses, which options made most sense for Google at the time? Explain why 1. In 2011, in addition to enhancing its core search business, it did not make sense for Google to venture into the business of building a full-fledged portal like Yahoo. This is mainly because even though portal business did fit into the framework of Google’s mission which is “to organize the world’s information and make it universally accessible and useful”, a fully fledged portal is meant to offer access to a broad range of third party content and related services organized into various categories like Autos, Finance, Games, Health, Kids, Movies, Music, Shopping, Sports and Travel would be an additional cost. This is because, the portal would be creating an extensive and diverse source of information on a single platform which would require the use of various technologies, platforms and web-based applications to perform multiple procedures which would be an additional cost to Google compared with the cost of just maintaining its search engine site. Finally in the words Eric Schmidt, Google’s CEO (2001-2011)……”we are not in the portal business, we’re in the business of making all the world’s information accessible and useful”, Google cannot envelop Yahoo but can opt to itemize all its product lines (Gmail, Finance, Google map, Google docs, Google books, and YouTube) in a simple and un-clustered manner on its Google homepage. 2. An ecommerce intermediate is meant to help...
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...What is your assessment of the overall industry attractiveness? Why so? Industry attractiveness could be defined as how manageable it is for the different companies in the industry to achieve profits. The industry attractiveness could be determined through thorough evaluation of the external environment. The group would be answering the seven questions in assessing the company's industry and competitive environment. The first question is do the dominant economic characteristics of the industry offer sellers opportunities for growth and attractive profits? The search industry has a large market size. The case states that there are beyond 103 million Americans and an estimated 2 billion people worldwide who surfs the internet from smart phones. And almost all companies and people use computers and the internet. With these, advertisers are more willing to invest on the search industry. Most of the time, companies in the search industry competes globally but there are also search companies that caters to the local company like Baidu in China. With the numerous internet users, it creates opportunity for the search industry to broaden the scope of their products Usually in this type of industry, the market is not segmented, broadening its reach to the people and favoring the advertisers. The industry is in the rapid growth and takeoff position in the life cycle. With the increasing technological capabilities, it seems that potentials in the next years are limitless and the...
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...Google Case Peter Senge’s five disciplines are: shared vision, mental models, personal mastery, team learning and systems thinking. As a Google employee, I would use these disciplines to understand the entry into the Chinese market. Google released a public letter stating, “…We aspire to make Google an institution that makes the world a better place” (Argenti, Page 19). Peter Senge’s first discipline, Shared Vision can be used to understand the changing environment at Google during the timeframe of the article. The majority of Google employees are doers, not decision makers, so they have to go along with any changes in the company’s direction or move to another company. The executives made the decision that it would be better to do business in China since the service would be better than anything currently available even if it was not as open as the US version. I’m not sure how many employees knew that “Do no evil” was followed by “Do nothing illegal” but the executives and corporate attorneys understood this and made the decision. At this point it is up to employees to determine for themselves if this supports their values and beliefs or if it’s time for them to look elsewhere for work. Team Learning and Systems Thinking can be used to assess the major events influencing the changes. Teams can be formed at and below the executive level to analyze internal and external events and predict what effects these will have on the corporate culture, business model and profits...
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