Katrina oseph: Google did everything right in its early years. She says they could have done a better job with customer service. Google's management were reported to be "unresponsive"
Katrina oseph: Google did everything right in its early years. She says they could have done a better job with customer service. Google's management were reported to be "unresponsive"
Katrina oseph: Google did everything right in its early years. She says they could have done a better job with customer service. Google's management were reported to be "unresponsive"
Katrina J oseph | March 19, 2007 | Tele 590 | Assignment Case Study: Google
Mid-Term Case Study: Google
Question 1 The key factors behind Googles early success were: 1) their innovative search algorithm, 2) their business model and 3) the management team. They entered the market with a new technology that provided access to an index of 1 billion web pages using an algorithmic search technology. Googles business model included paid listings and contextual paid listings, which gave Google an advantage in selling advertising. Sergey Brin, Larry Page, and Eric Schmidt were the management trio that brought Google to the forefront of the web search industry. Their keen business sense, innovative ideas, and engineering and business experience has made Google the powerful company that it is today. They were able to enter the market and effectively execute a well thought-out business strategy. In my opinion, they did everything right in their early years. What stands out as a strong tactic was building upon their algorithmic search technology. By focusing solely on licensing its search technology to Yahoo! and other third-party sites, Google was able to gain a strong foothold in the web search industry. With Googles introduction of cost-per-impression and click-through-rate, they became a threat to Overture, the leader in paid listings. In analyzing what Google did wrong, I would say that they could have done a better job with customer service. Many customers and industry analysts observed that Google failed at providing customers with timely, personalized service. In addition, Googles management, Brin, Page, and Schmidt, were reported to be unresponsive, self-centered, and dangerously cocky. Because bad customer service can damage your corporate image, I would have hired an image consultant to assist management in improving customer perception about the company. I would concentrate on training for the customer service and technical support staff. I would train the customer service staff to greet each customer with professional, personalized care and ensure that their questions and concerns were addressed in a timely manner. I would also focus on ensuring that the technical support staff provided customers with professional, personalized care from initial contact through to problem resolution. Katrina Joseph Mid-Term Case Study: Google, March 19, 2007 1 Katrina Joseph Mid-Term Case Study: Google, March 19, 2007 2 Question 2 The strategic dynamics of the search business involve using a search algorithm to provide users with a listing of the web pages in which they are searching. When the user enters a word or phrase into the search text box, a listing of web pages is displayed. Web search providers make their revenue in advertising that is displayed on the web page listing the results. Because Googles was successful as a paid listing provider, it expanded into contextual paid listings. Contextual paid listings appear on web pages that provide editorial content. Other strategies are searching for product pricing (i.e. Froogle), searching based on past searches (i.e. Personalized Search), local search and vertical search, desktop search (i.e. Google Desktop), online and offline database search (i.e. Google Base), and books and video (i.e. Google Video and YouTube). Alternative competitive strategies for the search business are searches for food, dining, entertainment, and transportation. I recommend searching for restaurants because it is a hot market right now and there is an opportunity for an increase in profits as more and more restaurants automate their food ordering process. Question 3 The trends in the web search business are: 1) ranking paid listings by cost-per-click, 2) ranking paid listings based on cost-per-impression and click-through-rate, and 3) using search algorithms to match products and services with customers. Overture introduced cost-per-click, which required the advertiser to pay only when the user clicked on an ad. Google introduced cost-per-impression, which required the advertiser to pay when the user viewed the ad. Google improved on their idea with the introduction of a ranking derived from a ratio of the actual click-through-rate and its statistically derived click-through- rate. I do not expect the web search business to become more concentrated because there are high barriers to entry. New firms will find it difficult and expensive to enter the market because Google has the market share. Question 4 In renewing its deal with AOL, Google could afford to pay AOL more than 100% of the revenue generated from AOL searches. Google had an operating income of $2 billion as well as cash and equivalents of $8 billion. Microsofts maximum affordable bid for AOLs search traffic failed in comparison, according to AOL. Microsoft had proposed that it and AOL form a joint venture to sell advertising on their own sites and eventually on other sites as well. There were negotiations between Google, Yahoo!, and Microsoft/MSN in December 2005. Google and Microsoft were in separate rooms of the Time Warner Center in Manhattan and executives from AOL walked back and forth between them. In addition to the $1 billion, Google agreed to give favored placement to AOL throughout its site and won the deal. In order to determine what to bid, I would view the J P Morgan value of $13.7 billion and then conduct a market analysis to see how much my company could possibly earn from the deal. The most I would bid would be $750 million. This is because I only have an operating income of $2 billion. I would not want to offer more with the chance that AOL would accept $750 million [which is slightly higher than 5% ($685 billion) of J P Morgans recent value of the unit]. If AOL did not accept my offer, I would increase my bid incrementally, not to exceed $1 billion. I would not want to exceed $1 billion because my operating income is only $2 billion. Exceeding more than half of my operating income would not be wise considering my total expenses. Question 5 In addition to enhancing its core search business, Google could also branch out into new areas. It has the corporate structure in place for such innovation. For example, the 70/20/10 rule allocates engineering efforts (70% engineering efforts, 20% projects that extend the core, and 10% new business) Googles small project teams could concentrate their technological efforts in many areas. The company strongly encourages the development of new projects which are high-risk and high-reward. I would highly recommend that Google branch out into the portal business and go up against the industry leader Yahoo. Yahoo sees Google as a competitive threat because they have first-hand knowledge of their capabilities. Thats because Yahoo was an early Google investor. If Google were to become a full-fledged portal like Yahoo, I think Google would have a large following. If the Katrina Joseph Mid-Term Case Study: Google, March 19, 2007 3 information was structured into channels, like Yahoos portal, users could easily gain access to many features. If Google could develop a portal for the web and mobile device (web interface and downloadable application) that was seamless and easy to use, they would capture the market share. Google management has said that they are not in the portal business, they are in the business of making all of the worlds information accessible and useful. Although that may be true, they have expressed an interest many times in providing content. Through strategic partnerships like YouTube, Google can exceed as a portal providing access to many channels of content. Question 6 I view Googles distinctive governance structure, corporate structure, and organizational processes as strengths. They have created a corporate synergy that has worked well for them. Although potential investors expressed reservations about Googles governance structure mainly the top management trio. Google responded by explaining how the internal process works among the three of them. Apparently, the three managers have the type of relationship that works well with this type of structure. Googles corporate structure encourages creativity among their staff, which leads to employee satisfaction and a low employee turnover rate. A potential limitation of the corporate structure would be inefficient training in the area of customer service. Google must put forth an effort to change customer and investor perception of Googles response to their needs. The corporate values, which are 1) dont be evil, 2) technology matters, and 3) we make are own rules, are unique and show the personalities of the management. These values encourage the staff to be ethical in their decision-making, stay abreast of emerging technologies, develop innovative technologies, and present new ideas. Question 7 Creating and sustaining a culture of innovation and entrepreneurship in a company like Google would be much easier than most companies. This is because the structure is already in place to initiate programs in the various departments. I would provide the employees with incentives to create new products and services by offering quarterly contest that would provide winners with paid vacations, dinners, and monetary bonuses. I would also host an entrepreneur startup program for employees who want to Katrina Joseph Mid-Term Case Study: Google, March 19, 2007 4 Katrina Joseph Mid-Term Case Study: Google, March 19, 2007 5 branch out with their own businesses. There would be two levels: 1) employees that want to branch out under Google as a subsidiary and 2) employees that want to branch out on their own. Both types of startups would receive the knowledge necessary to exceed in the technology arena. I would also create a mentorship program that allowed junior-level managers to work with senior-level managers in order to gain a better perspective of the corporation and prepare to move up in the company. This would increase employee retention and create an atmosphere of teamwork. Question 8 I think Google bought YouTube because: 1) they saw YouTube as a high-risk, high-reward service to add to their growing list of web services, 2) they had the financial resources, and 3) they saw the purchase as a good public relations move. Google said that they are not in the content business. By purchasing YouTube, the leader in online video, they automatically placed themselves in the industry of providing content without having to develop or maintain the content themselves. Google is definitely interested in providing video content because they provide the service Google Video. Google acquired YouTube for $1.65 billion in stock. The combination of the two companies created new opportunities for users and content providers. Google is in a very good financial situation and can afford the luxury of making a purchase of this magnitude. In addition, what better public relations move than to purchase a small company for such a large amount of money? I would have made the purchase. I see the purchase of YouTube as a move in the right direction in Googles mission to make all of the worlds information accessible and useful. YouTube has built an exciting and powerful media platform that complements Google's mission. The Google/YouTube combination has been very successful. YouTube has struck numerous partnership deals with content providers such as CBS, BBC, Universal Music Group, Sony Music Group, Warner Music Group, NBA, The Sundance Channel and many more. The deal has proven to be a good choice for both companies.