Professional Documents
Culture Documents
The Company
Started by licensing its search engine to
third party sites eg. Yahoo!
In Dec. 1999, they started using the Paid
Listings Model Sponsored links that
appeared either adjacent to or
interspersed with web search results for
specific keywords.
In March 2003, Google launched
Contextual Paid Listings
Corporate structure
Top Management: Sergey Brin, Larry
Page, Eric Schmidt
Went for an IPO April 2004 with a dual
class equity structure
Class B 10 votes
Class A 1 vote
(Top management would own 1/3 of shares but
control 80% of votes to allow for stability over
long time horizons.)
Corporate Values
Dont be evil.
Technology matters.
Make own rules.
Managing innovation part of culture.
Never settle for the best.
Management Policy
To hire the right people for the job
Facilitating efficient team dynamics
and communication
Encourage creativity
To make decisions based on data
Dont be evil
Competitor Analysis
Competitor
Competitive
Advantage
Strategic
Direction
Yahoo!
- Leading full
fledged internet
portal
-Steering searchers to
Yahoo!s own services
- Human intervening in
search results
Microsoft
- Dominant in the
PC software
industry (Windows,
Office etc.)
- Developing
software as
services (Windows
Live)
eBay
- Largest
ecommerce
facilitator
- Owns Paypal
- Acquired Skype to
leverage on VoIP for
e-transactions
Differentiation Strategy
Differentiation Strategy
Google
Microsoft
Yahoo
CTC model
Lesser assistance
Owned by
essentially 3
people
Owned by many
shareholders
Owned by many
shareholders
Higher quality
search results
Poor search
results
Focused on
search engine
business
other media of
communication , given
the target market of eadvertisers, increase in
online access & surfing
time, these were no
threat
Competitive Advantage
Google should offer personalized features like
personalized search, search history
Expand service range add features like desktop search ,
base , search Gmail,
Higher quality of accurate search results obtained faster
Competitive rates to advertisers & better services like
Google wallet, to increase their sales and reduce costs
Google should lock itself as dominant design preferred
by customers & firms who would incur switching costs if
they changed their search engine
eCommerce
Build trusted networks to provide intermediary
function as an online payment inter phase (like
PayPal)
Extending to purchasing journals, copyright
articles via Google Channels
Extend Functionality
Compete head on with Microsoft as rumored
Desktop searches, office alternatives (provide
support to development of open source
initiatives like Open Office)
Provide interfaces compatible with Linux users
to extend market base