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Google Confidential and Proprietary Phase Consumers Firms Market Fluid Phase Consumers have not developed their own sense of ideal product design Firms try to supply satisfied service based on their innovation to feed consumers’ request. They are learning as they move along. Market appears as a big potential to every person and firm.
Google Confidential and Proprietary Phase Consumers Firms Market Transitional Phase Consumers grow and have their acceptance of product design (dominant design by leading firms in this industry ). Leading firms propose the dominant design to cultivate their loyal consumers. Other companies catch up by copy successful product, process and business model innovation. Successful firms were selected by invisible market rule.
Google Confidential and Proprietary Phase Consumers Firms Market Specific Phase: Consumers are mature and picky to select better and humanistic service by companies. Incremental innovation are done to improve product and process by firms. New wave of innovation may be come by some new ideas. Market becomes specific and may meet bottleneck; calls for new innovation wave.
Product innovation is competence of companies Google Confidential and Proprietary Fluid Phase 1990 - 2000 Transitional Phase 2000 - 2010 Specific Phase 2010 - Product Innovation Innovation Dynamics of Internet Industry Multiple Platform of all web service
Product innovation is competence of companies Google Confidential and Proprietary Fluid Phase 1990 - 2000 Transitional Phase 2000 - 2010 Specific Phase 2010 - Product Innovation Innovation dynamics of internet industry Multiple Platform of all web service Why ?
A creative destructive initiated the SE website Google Confidential and Proprietary Google Confidential and Proprietary 1995: A research project at Stanford University
A Compelling Mission make innovation possible Google Confidential and Proprietary Google Confidential and Proprietary Organize the world’s information and make it universally accessible and useful .
IBM and Google jointly announcing an academic initiative to promote new software development methods
Accelerate academic skills and research needed to address the challenges of internet-scale applications
Growth fueled by global use, mobile device access and user-generated content
New emerging architecture needed to expand the Internet to become the compute platform of the future
From one-server, one application model to browser based parallel application model
IBM sees opportunities for commercial offerings in cloud computing
What is Cloud Computing? 4+ billion phones by 2010 [Source: Nokia] Web 2.0-enabled PCs, TVs, etc. Businesses, from startups to enterprises An emerging computing paradigm where data and services reside in massively scalable data centers and can be ubiquitously accessed from any connected devices over the internet.
Virtual – Physical location and underlying infrastructure details are transparent to users
Scalable – Able to break complex workloads into pieces to be served across an incrementally expandable infrastructure
Efficient – Services Oriented Architecture for dynamic provisioning of shared compute resources
Flexible – Can serve a variety of workload types – both consumer and commercial
Example of How the Cloud Drives Innovation Speed time to market for new offerings by exploiting collaboration technology to co-create and gather rapid feedback on new offerings Expand sources of innovation with a network of partners, customers, researchers, and academia Innovation Factory Lower barriers to IT by leveraging Cloud to provide incubation environment for new prototypes Virtualized Cloud Incubation Environment Leverage Cloud’s powerful combination of Web 2.0 collaboration platform and dynamic, secure computing environment to drive business transformations.
Advertising today accounts for 99% of the revenue of a company whose market capitalization tops $100 billion.
Results of organic compounds - algorithm Sponsored Links Cost-per-click on
Secret is… auctioning ads
Business Model Innovation of Google Google's goal to make their targeted ads at least as relevant and useful to users as the search results themselves. Perfecting the nature of targeted ads Google not only has created a highly effective revenue generator, it has produced what it hopes to be a better experience for its users.
Google provides nearly everything… these people need from clothes (new T-shirts are placed in bins for people to grab *twice* a week!) to food – three, free, all-you-can-eat meals a day. Plus on-site health care, dental care, laundry service, gym, etc.
BIGGEST CHALLENGE NOW Bartiromo: Fascinating. So what's the biggest challenge that you're facing today? Schmidt: In Google's case, I think it's internal. It's the ability to manage the creative process, deal with the complexity in what is a relatively large company, in terms of people, who's doing what. We have 50 development centers all around the world, people in different time zones, `Are you doing that? Are you doing that? Do I work with you? How do I check in my code?‘ Those sorts of things.
MANAGEMENT IS ABOUT HUMAN BEINGS. ITS TASK IS TO MAKE PEOPLE CAPABLE OF JOINT PERFORMANCE, TO MAKE THEIR WEAKNESSES IRRELEVANT. – PETER DRUCKER Good summary of Google’s innovation