1

Organisational Strategy
STRM002
Index
Contents Page No
1. Introduction ---------------------------------------------------------- 02
2. Company Profile ------------------------------------------------------ 02
(Part One
!. "cademic #odels $ Concepts ------------------------------------- 0!
!.1 Core Competence ----------------------------------------------------- 0!
!.2 %alue C&ain ----------------------------------------------------------- 0'

(Part ()o
'. *lue Ocean Strategy for +oogle ---------------------------------- 0,
'.1 Create $ -ocate .ncontested #ar/et Space-------------------- 0,
'.2 #a/e t&e Competition Irrele0ant---------------------------------- 0,
'.! Create1 Capture Ne) Point of 2emand--------------------------- 03
'.' *rea/ t&e %alue-Cost (rade-Off ---------------------------------- 03
'., "lign t&e 4&ile System (o)ards 2ifferentiation $ lo) Cost 03

(Part (&ree
,. Strategic Options for +oogle ------------------------------------ 05
,.1 Strategic Option One------------------------------------------------ 05
,.2 .se of 6eal Option -------------------------------------------------- 05
,.! Option Space +rid -------------------------------------------------- 07
,.' S)ot "nalysis of +oogle-------------------------------------------- 07
,., Strategic Option ()o------------------------------------------------ 10
,.3 .se of 6eal Option -------------------------------------------------- 10
,.5 Option Space +rid -------------------------------------------------- 10
,.7 Porter 8i0e 8orces #odel for +oogle-------------------------- 11-12
3. Conclusion -------------------------------------------------------------- 1!

5. 6eferences --------------------------------------------------------------- 1'
Student Id : 10322454 Module Tutor :
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Organisational Strategy
STRM002
1. Introduction
Strategy can be defined as the art and science of formulating,
implementing and evaluating cross-functional decisions that enable an
organization to achieve its objective.(David !, "##$% .Strategies is
potential actions that re&uire top management decision and large amount
of the organization's resources. Successful organisations consist of
different people united in a common purpose or goal. (his implies the
organisation must have a clear vision of )here it )ants to be in the future
and ho) it intends to get there.
(his paper contains the strategic analysis of *oogle company and it leads
to)ards further strategic options for *oogle to pursue to get the
competitive advantage. (he analysis is carried out by the use of relevant
academic models+ concepts and their applications on *oogle ,nc.
2. Company Profile
(he *oogle company )as founded in -../ by 0arry page and Sergy 1rin.
(he *oogle search engine is )idely used around the globe. *oogle is no)
among the largest companies of the )orld in terms of ma2ing profit and
creativity. (he mission of google is to organise the )orld's information and
ma2e it universally accessible and useful.

(http3++))).google.com+corporate+inde4.html%
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Organisational Strategy
STRM002
(Part One)
!. "cademic #odels $ Concepts
5ll organization has strength and )ea2ness in functional area of business.
,nternal analysis rectifying the strength and indicate the )ea2ness of
organization (David !, "##$%.
,nternal 5nalysis of *oogle consists of t)o academic models )hich
includes 6ore competence 7 8alue chain3
3.1 Core Competence:-
6ore competence is a uni&ue capability that affords some type of
competitive advantage. ,t corresponds to a business process, and involves
underlying s2ills, functions, systems and 2no)ledge. *oogle's core
competencies are in different areas )hich ma2es *oogle a uni&ue
company as compare to its competitors. *oogle's core competencies are
its management style, culture, hiring policy, innovation, )or2ing style etc.
(a) HR Policy:
*oogle believes to hire e4ceptionally talented peoples from around the
globe )ho can e4cel their e4pertise and 2no)ledge to)ards the
attainment of its goals and targets. *oogle hire only 5-class peoples so
the others can follo) and also they can have the fello)s )ith the same
class to share their vie)s and come up )ith more innovative ideas )hich
)orth a lot for *oogle.
(b) Management Style & Culture:
(he management style of *oogle is flat and decentralised. 9hich sho)s
the freedom for employees to give the feedbac2 and share ideas among
each other. (he culture of *oogle is democratic and nobody is told )hat to
do as they are intelligent enough to do their job. (he *oogle management
believes that if )e have hired intelligent peoples so )e need to give them
freedom to use their intelligence. (his is the 2ey reason for *oogle for its
e4pansion from past years that it encourages ne) ideas from employees
and give them incentives to perform better.
(c) Woring Style:
(he )or2ing teams at *oogle are small even they are )or2ing on big
projects. (hese teams )or2s separately )ith their team leaders and they
can s)itch to any team )ithout informing :!. (he reason for )or2ing in
small teams is having coordination and command on the )or2 they are
doing.
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Organisational Strategy
STRM002
(!) "#ploring & $mplementing %e& $!ea':
*oogle believes in discovering and implementing ne) ideas, it's a part of
their strategy )hich enables them to ease the end users )ith ne)
products and series every time. *oogle )or2s on step)ise and learn-as
you go approach )hich guides them to avoid the mista2es and repetition.
,t involves ris2 but *oogle is &uite confident upon its employees
capabilities. (his is another reason of *oogle's e4pansion because more
ris2 more profit.
*oogle believes on continuous improvement and continuous enhancement
in its products, strategies and development. (he core competencies are
the 2ey factors for any organisation to gain the competitive advantages
over its competitors.
3.( )alue C*ain:-
5nalyzing the values chain of any organization to find out ho) much and
at )hich level value is added to its product or service, and ho) it
enhances the product differentiation (6ravens "##$%. ,t is simple )ay to
put together the process step for delivering to the customer and many
operational stages in a company (9alters, "##" ;.-$"%. ,t's a very
effective management tool it add many benefits to company by analysing
company cost position to get cost advantage. 8alue chain analysis is best
)ay to understand the cost behaviours around chain activities and to it
help to finding lo) cost advantages or cost disadvantages (!ichard and
!amirez, -..$%.
(he 8alue 6hain 5nalysis for *oogle can the defined in t)o )ays3
-. (he core competencies of *oogle
". (he brand image, advertisement, lo) cost advantage and innovation.
(he *oogle's core competencies as discussed above are their :! policy,
<anagement style 7 6ulture, 9or2 Style, =4ploring 7 ,mplementing >e)
ideas. ?n the other hand *oogle has a brand image )hich attracts users
)hen it launches ne) soft)are products and solutions. *oogle has variety
of products )hich includes from search engine, gmail, or2ut, youtube,
google scholar, blogger, google ne)s, google maps, google mobile
soft)are etc. (hese products covers all the fields to ease users to get the
useful information from a single platform )hich gives *oogle competitive
advantages as all of them are lin2ed together. 0in2age bet)een activities
helps to optimize the process. (:erger and <orris, -./.%. *oogle earns
most of its revenue from its advertisement because it gets users internet
traffic from its variety of products. (he *oogle has e4pertise of its
intelligent soft)are engineers )ho comes up )ith ne) products and ideas
and also they are e4pert in other areas of development. ,t gives *oogle
lo) cost soft)are production facility because they don't need to hire more
employees to )or2 on other areas as it have already the e4pert peoples.
*oogle's products are value added products because of its brand image
and they are designed by the best peoples of the field. 8alue chain
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Organisational Strategy
STRM002
analysis give best result by analysis the cost of value chain activities.
(9alters, "##" ;.-"@%.
(Part Two)
'. *lue Ocean Strategy for +oogle
+.1 Create an! ,ocate -nconte'te! Maret Space:
(he 1lue ocean re&uires managerial decisions and a strong strategy to
create and locate uncontested mar2et space. (he *oogle is in )eb
business and it is already facing completion in many products li2e )eb-
bro)ser, social net)or2ing from ace boo2, mobile applications, bloggers
from t)itter etc. ,t sho)s that *oogle is currently in red ocean and there
are so many shar2s e.g <icrosoft, 5pple, aceboo2, ()itter, Dell. =very
time its competitors )ill be loo2ing for the ne4t move of *oogle to beat
and gains the lead as its happening from "##A till yet. *oogle need to
create and locate ne) mar2et space )hich )ill be uncontested. ,t could be
in the same field )ith different products and costs to attract the
customers. *oogle have advantage of its brand image )hich )ill give
*oogle an e4tra edge. 9e can ta2e e4ample of ord ( model of a horse-
dra)n carriage )hich created the blue ocean by :enry ord and at that
time horse-dra)n carriages had many advantages over car because it can
negotiate the bumps, can be used in all )eathers li2e sno) and rain, it
can be repaired by any one and need no e4pertise, lo) cost and easy to
afford.
+.( Mae t*e Competition $rrele.ant:

(he competition is faced in red ocean by big players but for blue ocean
this competition could be converted into no competition. (his can be done
by introducing ne) products in same mar2et or introducing same products
in different mar2ets. *oogle as discussed earlier is already facing tough
competition in all of its products so no) *oogle need to ma2e the
competition irrelevant and to come up )ith ne) strategy and products to
ma2e the competition irrelevant. Strategy derives the force to get in the
blue ocean and it )ill lead *oogle to attract ne) and e4isting customers
to buy and become addicted to its ne) products and services. (his
strategy could be to)ards soft)are, operating systems, mobile
applications etc but point is that *oogle need to ma2e the competition
irrelevant for blue ocean.
Student Id : 10322454 Module Tutor :
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Organisational Strategy
STRM002
+.3 Create/ Capture an! Point 0ut %e& 1eman!:
(he 2ey to success in 1lue ?cean is to create, capture and pointing out
ne) demands of the customers and providing them )hat them )ant on
lo) cost as compare to competitors. *oogle have already captured the
demands but it needs to identify ne) demands as old demands are
fulfilled and there )on't be any further option in it. (he demands changes
time to time and situation to situation. (here is a relation bet)een
demand and supply as if the demand of a certain commodity increases
then it supply decreases and if the supply of a commodity increases than
its demand contracts that's )hy in current products of *oogle there are so
many suppliers and its demand is decreasing. 9e can ta2e the e4ample of
ord ( model by :enry ord of horse-dra)n carriages )hich too2 the
advantage over car by its convenience, lo) cost, durability, affordability
and repair ability.
+.+ 2rea t*e )alue-Co't 3ra!e-o44:
(he value cost factor plays an important role to attract the customers.
1rea2ing the value-cost means enhancing the value of product over cost
so the customer can realise that they are getting the high &uality product
on lo) price )hich )ill give a competitive advantage to the company.
*oogle can ma2e it by using its brand image to add value to its ne)
products and reduce the cost to get the bul2 of customers to capture the
ne) mar2et. (he e4ample as used before of ort ( model can e4plain
more about the value-cost trade-off li2e horse carriages )ere easy to
afford and it )as the main use of transportation all over 5merica that
time. ord created horse-dra)n carriages )hich made the competition
irrelevant and it )as valuable according to its cost.
+.5 6lign t*e W*ole Sy'tem 3o&ar!' 1i44erentiation
an! ,o& Co't:
(he 1lue ?cean emphasize on strategic initiatives rather than depending
on firms industry, trends and tradition. (he alignment of )hole system of
firm's operations to)ards differentiation and lo) cost are the 2ey factors
in blue ocean because the goals of employees should be aligned )ith the
goals of the company. *oogle can create ne) mar2ets and ma2es
differentiation in its products by reducing the cost but the firm shouldn't
suffer in value creation. (he impact of profit is high in blue ocean as
compare to red ocean according to a research but it re&uires strategic
decisions )hich enables a firm to float and lead the ne) mar2et and by
setting the barriers for its competitors to entry. 9e can ta2e e4ample of
6ir&ue du soleil )hich changed the circus in )ay to attract the ne)
customers of theatre going and also reduced the cost by using no frills
approach.

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Organisational Strategy
STRM002
(Part Three)
,. Strategic Options for +oogle

5.1 Strategic 0ption 0ne:-
*oogle is more than a soft)are development company and it has gro)n
up rapidly through continuous innovation and efforts. *oogle's business is
)eb-based and it is no) very popular )ith its traditional rivals li2e 5pple,
<icrosoft, t)itter, faceboo2 etc. *oogle's competitors are ma2ing alliances
)ith other companies to compete )ith *oogle. ,t should adopt blue ocean
strategy and create ne) mar2et )ith ne) products to ma2e the
competition irrelevant or it should continue fighting in red ocean )ith
enhancing its products. (he competitor analysis is very important to ta2e
any step further. (he )ea2 part of *oogle in )hich its competitor is ahead
is social net)or2ing. aceboo2 is ma2ing progress in social net)or2ing by
ac&uiring millions of personal information of peoples and by joining them
together. *oogle have its o)n social net)or2ing )eb-application named
?r2ut but its is not much popular and po)erful as compare to aceboo2.
(he 2ey issues )ith or2ut are privacy, comple4ity and consistency of use.
5fter S)ot analysis of *oogle it can plan its strategy to)ards ne) options
of social net)or2ing. *oogle should enhance ?r2ut by eliminating its )ea2
points and ma2ing it more po)erful, safe, easy to use for its users. (he
main reason of driving to)ards social net)or2ing is the po)er of personal
information )hich *oogle can use to retain them and to advertise them
)ith its ne) products and services. (his option is e4ecutable because
*oogle have already invested in its social net)or2ing )eb-based
application and it just need more enhancement )ith publicity. *oogle can
ma2e strategic alliance )ith other social net)or2ing )eb applications to
compete )ith aceboo2 and other competitors.
*oogle has the capability to beat aceboo2 because of its brilliant ,(
engineers and management )ho have enabled *oogle to sit at the top in
other applications li2e search engine, google maps, google scholar etc.
5.( -'e o4 Real 0ption:-
5 fundamental issue in the field of strategic management concerns firms'
strategic choices and directions (!umelt, Schendel, and (eece -..A%.
9hether strategic decisions involve internal investments in technology or
e4ternal corporate development activities, they generally involve resource
commitments to future initiatives under uncertainty. (he real option )hich
*oogle need to ta2e is le4ibility option )hich re&uires alteration to its
current product. (he real option )ill save the development cost of ne)
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Organisational Strategy
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application and after enhancing the current application. (he adaptation of
ne) changes )ill affect on the on the profitability of *oogle by gaining
more users, retaining them and ma2ing them to buy its buy or use its
other products.
5.3 0ption Space 7ri!:-
(he option space grid can demonstrate the state of strategic option to be
plotted. (he option one of enhancing *oogle's social net)or2ing
application ?r2ut to compete )ith aceboo2 is the option )hich should be
e4ecuted soon to gain the customers and profitability. (his option can be
plotted on region - no) 5 because it has good value to cost and also
has lo) volatility.
Source3 0ecture Slides, !oss (hompson
5.+ S&ot 6naly'i' o4 7oogle:-
Strengt*'
B ,nnovator and leader in search engine industry
B Seemingly open minded and modern e4ecutive management
B 0arge cash flo)
B ,mmensely loyal and satisfied employees
B 0oyal customers
B (ranslations allo) international data to use products
B ,nternational community internally and e4ternally
B ;roducts are very adaptable to a variety of data environments and
hard)are platforms
!elationships )ith partners such as 5pple )here it's 6=? is on the
1oard of Directors and Sun )hich
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Organisational Strategy
STRM002
Setting up a variety of channels for the telephone mar2et
;artnership )ith <yspace
Weane''
B ;otential purchase of Double6lic2 and it's history of privacy issues
problems could caused much public concern over privacy issues and
connect that )ith *oogle
B (he public perception of *oogle's practices of saving 2ey )ord data
and no opt-out feature.
B ederal (rade 6ommission and the consumer privacy groups
Cun2busters have increased public concern.
B 6D(, a 9ashington based )atchdog company, started a campaign
against Double6lic2's profiling activities and this could impact
*oogle also.
B =mployees coming from other companies and the legacy of future
restrictions imposed on them by current employers
B Social net)or2ing application is not effective to attract users
0pportunitie'
B 1ro)ser options through irefo4 and Safari and the relationships
)ith these companies
B 6reation of their o)n bro)ser to speed up do)nload times
B Dpgrade systems offering real-time feedbac2 to clients
B !eaddress privacy issue E set industry standards on privacy and
become a leader in privacy protection.
B 5ssure consumers that their personal information is secure and )ill
not be sold to other companies
B *enealogy databases and products
B 1, and 6,5 and other large DS5 ederal government data access
and products
B DS5 - State and to)n records
B 6hinese mar2et )ith recent mobile phone company purchase ?ther
foreign government records access
B *ro)ing relationship )ith government organizations
B Development of artificial intelligence products
B Development of ne) hard)are solutions for server architecture
B !elationship )ith <icrosoft via *oogle <icrosoft search
3*reat'
B Size of *oogle before more >ational or ,nternational regulation
interferes )ith company organizational structure and functions
B oreign e4change rates could become a major problem -
,nternational revenues account for AAF of total revenues fourth
&uarter E the e4change rates could have caused G-/ million to G/-
million loss if they had not changed
B 6opyright la)suits and issues for music, boo2s and movies
B 0egal troubles of Hou(ube
B ;ublic perception of data stored by *oogle
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Organisational Strategy
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B 0oss of business if stringent privacy policies and regulations are put
in place.
B 5nti-Spy)are programs such as IoftSpyS= and >o5d)are that can
bloc2 coo2ies to monitor users 9eb activities
(*oogle ;lans to 5c&uire Simply
:ired%
http3++))).searchenginejournal.com+google-plans-to-ac&uire
simplyhired+A/@-+
5.5 Strategic 0ption 3&o:-
*oogle is no) in red ocean facing many competitors and its needs
strategic option to loo2 for blue ocean )ith ne) mar2et and ne) products.
,t )ill be li2e )ining )ithout fighting. (he competition )ill be irrelevant
and uncontested )ith lo) cost trade off. *oogle need to create ne)
mar2et in mobile applications, antivirus applications, computer operating
system and office applications. (hese options )ill lead *oogle in the ne)
mar2et and there )ill be no competition because all the applications )ill
be developed by *oogle and they )ill be *oogle's platform dependent.
(he users )ill get everything on one platform and also *oogle should
reduce the cost to attract customer. (he lo) cost )ith &uality )ill gain the
customer satisfaction and retention. 6omputer 8iruses are the hazard all
over the )orld and )hen *oogle )ill launch its antivirus application so
peoples )ill trust it and use it because of *oogle's brand image. *oogle
has the capability to design these applications because of its 5-6lass
employees. (hese strategic options )ill bring popularity to *oogle and it
)ill also attain profitability. (he name of ne) operating system could be
*oogleJor and the name of its antivirus could be *oogle*uard. 9e need
to do use ;orter's five forces model to analyse the feasibility of using this
option and for e4ternal analysis as )ell.
5.8 Real 0ption:-
(he *oogle should use the delay option to launch these applications
because these applications are compatible )ith each other and all of them
need to be launched at the same time. (hese applications re&uire re-
engineering and ne) algorithms )hich ta2es time for testing and
launching. ?nce *oogle )ill be ready to launch these applications together
so it )ill boost up the profitability rapidly.
5.9 0ption Space 7ri!:-
(he region )here this strategic option )ill be plotted on option space grid
is region " 1, <ay be no) . (he reason for it is discussed above that
these applications re&uires time to develop and all of them should be
launched at the same time to enter in the ne) mar2et. *oogle can do
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Organisational Strategy
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mar2et search until the development of these applications because mar2et
positioning is also important.
5.: Porter;' <i.e <orce' Mo!el 4or 7oogle:-
5ccording to Chonso et al ;orter five forces model is an e4ternal strategic
tool )hich is used to analysis the attractiveness of any business. rom a
strategic management perspective it is useful for managers in any
organization in the same industry or sectors to understand the five
competitive forces acting on and bet)een organizations in the same
industry and or sector since this )ill determine the attractiveness of that
industry and the )ay in )hich individual organizations might choose to
compete (Cohnso and Scholes, ;.--K%.
ive force of porter model are ;otential =ntrance, suppliers, buyers,
substitutes and !ivalry. Dnderstanding the nature of each of these forces
gives organizations the necessary insights to enable them to formulate
the appropriate strategies to be successful in their mar2et ((hurlby, -../%
(he collective strength of the five forces determines the ultimate profit
potential of an industry (;earce and !obinson, "##A, ;.."%

Source3 http3++))).-"manage.com
1. Potential "ntrant':-
>e) entrance or competitor can reduce the profit margin and also effect
on mar2et size of any business (;orter, -./#L Sanderson, -../%.
,t is obvious that there are chances to enter ne) players in the mar2et or
e4isting players merge together to get the competitive advantage. ,n
*oogle's case it )ill not affect directly on *oogle because it is a big player
in the mar2et in search engine and also has brand image. (he threat to
*oogle is not from ne) entrants but from e4isting competitors li2e
Student Id : 10322454 Module Tutor :
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Organisational Strategy
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<icrosoft, 5pple, aceboo2 and t)itter )hich can ma2e strategic alliance
)ith other partners or can ma2e any other strategic move to beat *oogle
in other products li2e gmail, google maps, google scholar etc. 5ccording
to ;earce and !obinson (he competitive reaction on the changes is
depend on their resources and competence .(;earce and !obinson, ;.."%.
(. Supplier':-
(he supplier bargain po)er is set according to the stability of the
company. *oogle have business partners in some of its products li2e
;icasa for pictures sharing, *oogle pac2 a collection of soft)are programs
from *oogle and other companies etc. *oogles doesn't rely much on its
suppliers because *oogle has its in house soft)are development (*oogle
;le4% . ,t enables *oogle to rely much more on its o)n capabilities and
e4pertise.
3. 2uyer':-
(he buyers are customers )hich plays a vital role in the any business.
*oogle's believes in customer satisfaction through innovation and
launching ne) products every time. (hat's the 2ey of *oogle's e4pansion
program from "##A till yet. *oogle is generating most of its revenue from
it 5d)ords program )hich is used for advertisement and through this
advertisement *oogle gets millions of customers from all over the )orld.
*oogle believes in providing the best &uality products through a single
platform )hich ease end users and saves their time to search for other
options.
+. Sub'titution:-
(he is a potential force factor for *oogle because of its competitors. (he
substitution of products and services ta2es place due to relief on desire.
*oogle is facing competition in its products but *oogle is also at number
one most of its products li2e search engine, 5d)ords, 5dsense, *oogle
maps. (he is a threat to *oogle from its competitor but *oogle al)ays
believes in continuous improvement and it tac2le this situation by
innovation. *oogle provides variety of products for its customers so they
cannot go any)here else to find the alternative.
5. Ri.alry:-
(he *oogle is facing competition from big players in the mar2et li2e
<icrosoft, aceboo2, ()itter and 5pple. (he competitor analysis is the 2ey
factor before ma2ing any strategy. (his competition )ill continue as
*oogle is already in red ocean so it need to ta2e one step further to
maintain the lead from the competitors. *oogle's success depends on its
customers and usability )ith consistency )hich bonds the customers.
*oogle also needs to ta2e some strategic moves to)ards blue ocean so it
can )in )ithout fighting.
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3. Conclusion

*oogle )ill continue to develop its )orld)ide domination of all aspects of
the internet, search, multimedia and telecommunications industries. 5s
the industries and the mar2et decides )hat )ill happen )ith televisions,
computers, telephones, gaming devices, musical e&uipment and data
transmission, *oogle )ill be ready on all fronts )ith the products and
services that are needed to be successful. (hey )ill continue to enhance
ne)s, mail, chatting, voice messages, blogs, forums and information
sharing of any 2ind )ith seamless integration of the products and
services.
5s *oogle continues to gro) it )ill be hard for other companies to
compete )ith them. (he company seems to be )ell prepared and solid in
all areas of data use and have the staunch support of many organizations
and individuals )ho )ant to use their services.
5. 6efrences
2oo':
-. 6ravens D9 ,;iercy > ,("##$%Strategic <ar2eting ,/th ed 3 ;rentice
:all 0ondon DM
". David ! ("##$%,Strategic <anagemnet ..th ed ,;earson
=ducation inc ,>e) Cersey DS5
$. :erger 7 <orris (-./.% (he Strategic <anagement of ?rganizations,
=sse43 ;earson =ducation 0imited. pp. AA-A@
A. Cohnson 7 Scholes 6orporate Strategy, Ath ed, , 1usiness
<anagement , =ducational pp. "KN-N".
@. ;orter, <. (-./#% 6ompetitive Strategy, >e) Hor23 ree ;ress.
K. 9alters. ("##"% Strategic <anagement and 1usiness ;olicy, Kth ed.,
!eading3 5ddison-9esley.
=ournal':
-. ;earce 7 !obinson,("##A% <oving form ;erformance measurement to
performance managementL 8olume "#. >umber @+K."##" pp ."-.A
5ccessed on K-"-"#--
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". !ichards 7 !amirez ,(-..$% 5nsoff's <atri4, pain and gain3 *ro)th
strategies and adaptive learning among small food producers .
8olume3A ,ssue3" ;age3-#- E --- 5ccessed ?n @-"-"#--
$. !umelt et al (-..A% Simulation for product life cycle management ,
8olume3-N ,ssue3A ;age3A/K E A.@ 5ccessed on K-"-"#--
A. Sanderson, S. (-../% >e) approaches to strategy3 ne) )ays of
thin2ing for the millennium, <anagement Decision, 8ol. $K issue -, pp..-
-$.
5ccessed on N-"-"#--
Web'ite':
http3++))).google.com+corporate+inde4.html
http3++))).-"manage.com
http3++))).blueocean.com
http3++))).rotman.utoronto.ca+Obaum+v"APintro.htm
http3++))).searchenginejournal.com+google-plans-to-ac&uire
simplyhired+A/@-+
Student Id : 10322454 Module Tutor :
Adrian Pryce