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Strategic Analysis: Google

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A strategic analysis of Google and the positioning in the search engine market.

A strategic analysis of Google and the positioning in the search engine market.

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Strategic Analysis: Google Strategic Analysis: Google Presentation Transcript

  • Strategic Analysis Google (GOOG)
  • Presented By Josh Schumacher Charity Thomas Frieder Mack Jennifer Bell
  • “To organize the world’s information, and make it universally accessible and useful.” View slide
  • 1996 January, Google starts as a project named BackRub 1998 September, Google opened its door in Menlo Park, CA. 2000 Google officially became the world's largest search engine with its introduction of a billion-page index Introduced AdWords and Google Toolbar 2001 August, Dr. Eric Schmidt joined Google as CEO View slide
  • 2003 Google acquired Pyra Labs and became the home for Blogger, a leading provider of services for those inclined to share their thoughts with the world through online journals. 2004 July, Google acquired Picasa, a digital photo management company helps users to organize, manage and share their digital photos. October, Google acquired Keyhole, a digital and satellite image mapping company based in Google's own headquarter town, Mountain View, CA. 2005 Google acquired web analytics firm Urchin Software.
  • Corporate Culture “If we don’t have any of these mistakes we’re just not taking enough risks”. “Crazy definitely triumphs comfy at Google” Get Uncomfy: That means never settle into an equilibrium (a.k.a. "rut"), but don't fall apart either (a.k.a. the "chaos trap") Pace Yourself: The goal should be creating an internal rhythm, not just moving fast for the sake of speed.
  • Organizational Structure Chairman & CEO Dr. Eric Schmidt President of Products Larry Page President of Technology Sergey Brin Senior VP of Business Operations Shona Brown 9378 employees as of Sep 30, 2006
  • $900 million Ad Agency Holding Company deal – Google (represent 20% of world media) has exclusive 3rd largest search rights customer of Google Competitors
  • Business Level Strategies Should we compete? What are we good at? How do we compete?
  • Corporate Strategies What business are we in? Where do we make money? What should we be in?
  • Core Competencies Google "people" and environment/culture People have to be extremely intelligent and usually have doctorates; people come into Google with forward thinking, innovative and "out-of-the box" strategies. Search Quality, popularity, overwhelming awareness of name and what the company is and does. Brand equity "Google" is now a verb in Webster's dictionary. 2003 Most recognized brand of the the year.
  • PESTEL Analysis Political Economical Stock market growth Sociocultural Google tends to not have a "face" for customers. Technological Set trends in search, internet direct advertising, and portable applications Innovative web applications Environmental Legal Click Fraud Google “Bombing” DOJ requested search histories; Google went to court. Battle on “Net Neutrality”
  • SWOT MATRIX Strengths Opportunities <-- Match --> 1: Expanding profit-making opportunities 1: Brand Equity (pitching radio time to advertisers) 2: Innovative initiatives 3: Comprehensive product mix 4: "Surprise" ! ! Convert Convert Weaknesses Threats 1: Currently have products that customers don't even 1: Concerns from investors realize exist 2: Possible peak or saturation of smaller and less-used 2: Not focusing on customer "Community" as product markets core competency Minimize / Avoid Minimize / Avoid
  • Financial Information Two years after going public, stock is up five-fold $10 billion/year in revenue $125 billion worth Net income of $733 million last quarter
  • Search Engine Market Share Google 49% Yahoo 24% MSN 10% Others Ask AOL 9% 3% 6%
  • Quick Ratio 9.75 Net Working Capital $8.25 Million Sales to total assets 60% Net Profit/Sales 14.26% Long Term Debt $0 P/E Ratio 62.26 Gross Margins 60.08% Profit Margin 25.96%
  • Stock Growth vs. Industry vs. DJ Market
  • Questions?