Professional management skills Analysis of Google case

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Professional management skills Analysis of Google case

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Abstract

The search engine Google has grown up as an information portal company. Google's growth story fascinates and intrigues everyone as it unveils many innovative phenomena and springs surprises to its competitors. This company is seen as a pioneer and an innovative leader which is always ahead of its peers. Its growth and expansion stories amaze the economic world. In this assessment, we will draw a brief analysis of the success of Google and try to understand its market position among its competitors.

Google's people management is also recognized as innovative one. Founders did not want a usual hierarchical way of working, they emphasize team work and encourage each employee to develop ideas and personal projects for their company. The rule of 20% of allocated time for personal projects for employees was born to allow Google to create a real group dynamic and helps people feel concerned about their company.

Majority of the launched innovative concepts came from those employees' research and initiative. Every project is studied and evaluated by collaborators, and none of them are overlooked. Google wants to have the cream of PhD and scientists; to lure them, they offer freedom in research and support. Innovation is present in every management grade, because there is no hierarchical segmentation, and not manymanagers. Team work, middle management, innovation, support and corporate culture are Google's values.

What were the key factors behind Google's early success?
Do you expect the search business to become more concentrated (i.e, dominated by fewer firms)?
Is the search engine sector a winner-take-all business?
In renewing its deal with AOL, could Google afford to pay AOL more than 100% of the revenue generated from AOL searches? How did Microsoft's maximum affordable bid for AOL's search traffic compare to Google's?
In addition to enhancing its core search business, should Google also branch out into new arenas?
Which of the follow would you recommend: Building a full-fledged portal like Yahoo; Targeting Microsoft's desktop hegemony; and / or Becoming an ecommerce intermediary like eBay?

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[...] This could allow Google to kill two birds with one stone by acquiring an e-commerce portal and a payment solution with Paypal, subsidiary of eBay. eBay could also be acquired by Microsoft to integrate it on MSN, or Yahoo, for the same reasons. This acquisition is part of Google's objectives and state-of-mind of making information accessible. But becoming and creating an e-commerce intermediary will probably fail because eBay is well established and competition is tough. There already exists several e-commerce websites trying to compete with eBay, but eBay is the most relevant, popular and reliable among them. [...]

[...] For example, it could be interesting to personalize the website for the user, or to reference each site of Google Google Inc, Harvard Business School, Thomas R.Eisenmann and Kerry Herman, February Do you view Google's distinctive governance structure, corporate culture and organizational processes as strengths or potential limitations? From my point of view, everything is disputable, nothing is engraved; every problem has a solution and everything has its weaknesses. Obviously, by analyzing Google, we have seen that Google dominates, fascinates, and intimidates by its hold on the IT and Internet sector. [...]

[...] Obviously, Google has won the race, and is the leader of online search and the advertising market. Google's technical and network know-how is relevant thanks to inimitable algorithms. They make money from it but also for others. Advertisers are partners with Google because many companies obtain 70% of their traffic from Google services. They are also part of the success of Google because it is a friendly partner that makes money. Internet is a source of profit for Google, and an inexhaustible one. [...]

[...] Even if Google had developed a kind of instant message service on Gmail, it was on a lower scale than its competitors and only works on the website. It could be an opportunity for Google to launch such applications by buying software like Trillian, which brings together ICQ, Yahoo Messenger, MSN Messenger, AOL Instant Messenger and even IRC. This acquisition could be a good pawn in the master chess game against the majors. Google has a big appetite, and is now turning its attention toward the phone market. [...]

[...] Google wants to have the cream of PhD and scientists; to lure them, they offer freedom in research and support. Innovation is present in every management grade, because there is no hierarchical segmentation, and not many managers. Team work, middle management, innovation, support and corporate culture are Google's values. Cybernauts are also part of the development of Google, because it is users who tried the beta version and who gave their feedback through blogs or forums1. They contribute to the brand's success, because Google did not use communication, and the users paved the way for success by word of mouth Vanilla Delobelle, Le modèle google 2007/09/16, www.vaninadelobelle.com 2. [...]

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