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Googling Ways

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Googling Ways
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Googling Ways
In this essay, the globalization, technology, innovation, diversity, and ethics of Google will be discussed. Google has grown substantially and is a proven success throughout the world. In the area of innovation, Google has found a way to introduce products to potential consumers by using a simple search engine, rather than a company paying for blind advertising and marketing. One small example of diversity in Google would be its team as well as the broad base of races that use its services. Tools such as Google translate make it a fair search engine for those of any ethnicity or culture.
According to the Corante in 2003 Google
…tracks the languages used to access Google over the past two years: Google handles more than 200 million queries a day from around the world. Increasingly, these queries are not in English. Over the past few years, Google has aggressively localized its search engine for more than
60 languages. These language-specific search engines are very important to Google's continued growth, since the majority of new Internet users are not native-English speakers. (Internet search)
Globalization is a key to Google’s functionality and success. When the founders sat down and identified the problem with search engines of that era, an issue they set about solving was the inability to globally search and understand items from all over the world. By 2005 Google had been named, for a second time, the top of successful companies that has developed Web sites for international markets, an emerging practice known as Web globalization. At the time Google had 97 different language interfaces, making Google arguably the most global commercial Web site ever built.
When delivering strategic value through the planning function of management, Google focuses on the external factor of innovation as its primary driver behind its competitive advantage in the Internet market. By introducing new goods and services into an existing market, Google is thriving under adhocracy management culture where creativity, dynamism, and risk-taking motivate the workforce to be better than great because “great just isn’t good enough” (“Google company: 10”, n.d., paragraph 14). An example of this factor’s effect on the leading function of management is the mandated privilege for Google’s engineers to spend 20% of each workday focused on their own creative aspirations (Bateman & Snell, 2011). Another key component in Google’s management culture is its decreased volume of leaders and controllers. Google employee Shona Brown states that “the company’s goal is to determine precisely the amount of management it needs-and then use a little bit less” (Bateman & Snell, 2011, p. 16).
To plan for the every-changing consumer demands in a global market, Google is using diversity both internally through its lively, varied workforce, and externally by developing and providing products and services in over 130 languages designed to assist in the searching and organizing of infinite information(“Google company: 10”, n.d). Google’s strategy includes doing “one thing really, really well” and then using it as a platform for transition into similar markets that could benefit from the applied concepts of the company’s core competency (“Google company: 10”, n.d., paragraph 3). This is known as concentric diversification, and Google’s core competency is its search capabilities (Bateman & Snell, 2011). By using the controlling function of management, Google leaders have harvested the innovative ideas of merging search algorithms and signal techniques with digital communication, media streaming, geographical information, and more to introduce products including Gmail, Google Maps, and YouTube to give users a more intuitive-driven process at utilizing and organizing most forms of data (“Google company:10”, n.d.). The company even released its own web browser, Google Chrome to help users navigate the internet (Kenney & Pon, 2011).
The Internet market is evolving as our race demands more mobility of information. Rather than reacting, Google management planned and organized the company’s move into the smartphone market by purchasing Android software firm and releasing its own smartphone line integrating open source software ideas with over 100,000 applications designed specifically for the Android platform. It quickly gained stack value through added services on top of the innovative, mobile internet substructure it created (Kenney & Pon, 2011).
Google knew that the mobile Internet would too revolutionize and identified a future market in peer-to-peer networks: financial banking. This form of lending in its infant stage offers alternative ways in organizing lender-borrower relationships, money distribution, and financial decision-making in online networks. Google entered the scene in 2006 with beta software, Google Base, an online payment software similar to PayPal, but searchable. The company expanded its market dominance by purchasing a banking license in the Netherlands, a currency platform, and by releasing an open commerce bionetwork known as Google Wallet. Its most recent strategic move in organizing this new market segment is the purchasing of the Visa payWave technology license (Balnaves, 2012).
Google lists that their “informal motto” in relation to ethics is “Don’t Be Evil” (“Google investor: code”, 2012, paragraph 1). These words are typically used to show how they serve their users. Being a company generally known as a “search engine,” it is not easy for one to know much about the business that is being built. Google’s Code of Conduct is very elaborate, and covers many points, such as how they serve the users, respecting each other, avoiding conflicts of interest, preserving confidentiality, protecting the company’s assets, and ensuring financial integrity (“Google investor: code”, 2012).
For Google to stay on top, technology has to be a main staple in the Google arsenal.
Things like Instant Search are just one way Google is staying ahead of the game. Other technological advances Google uses, is their system itself. In the video documentary The Google
Boys (Internet search), it is explained how from the beginning the founders linked several hard drives together to create, in essence, a super memory bank to hold information. Part of the trick of Google is when a user searches for something Google does not actually search on the Internet, instead it searches for the key words through their data bank. This data bank is like a library of websites that are constantly being changed and added to the World Wide Web. From identifying the problem, to implementing the solution Google is striving to remain on top of an ever expanding, technologically advanced world in which we call home.
In conclusion, Google has done well to preserve its code of ethics, and has proven to be innovative and diverse. It has utilized market outlets through globalization and technology. It has grown internationally more rapidly than almost any company to date, beginning in 1995 between only Larry Page and Sergey Brin, and is now known by nearly everyone alive today.

References
Balnaves, Mark. "The Australian finance sector and social media: towards a history of the new banking." Media International Australia incorporating Culture and Policy May 2012:
132+. Literature Resource Center. Web. 28 Jan. 2013
Bateman, T. S., & Snell, S. A. (2011). Management: Leading & collaborating in a competitive world (9th ed.). New York, NY: McGraw-Hill Irwin.
Google company: 10 things we know to be true. (n.d.). Retrieved from https://www.google.com/intl/en/about/company/philosophy/
Google investor relations: Code of conduct. (2012). Retrieved from http://investor.google.com/corporate/code-of conduct.html
Internet search, The Google Boys, http://watchdocumentary.org/watch/the-google-boys-video_c73c32997.html, retrieved January 2013.
Internet search, Corante, Yunker, J., March 19, 2003, http://goingglobal.corante.com/archives/2003/03/19/the_globalization_of_google.php, retrieved January 2013.
Kenney, M., & Pon, B. (2011). Structuring the smartphone industry: Is the mobile internet OS platform the key? Journal of Industry, Competition and Trade, 11(3), 239-261. doi: http://dx.doi.org/10.1007/s10842-011-0105-6

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