This document provides a case study analysis of Google. It discusses:
1) Google's mission to organize the world's information and make it universally accessible. It summarizes Google's business model, partnerships, and financial success.
2) Google's culture of innovation, emphasizing creativity, flexibility, and empowering knowledge workers. It allows engineers time to work on their own projects.
3) Challenges facing Google like ensuring ethical search results, addressing privacy concerns, and adapting to a changing information environment while maintaining growth.
Owning a monopoly on data or information is not a new concept. Owning secret knowledge is as old as humanity. Think about humans learning the secret of fire, gunpowder, medicine, and nuclear bombs. The concept seems more modern, because of computer technology. This technology only means there is more data to control in a monopoly.
In the Spring Edition of the Greenlight magazine, we explore the new reality of link building, how to get the most from mobile advertising, the impact of Facebook's latest product 'Home' plus we provide tips on how to achieve a fully integrated digital search strategy.
Owning a monopoly on data or information is not a new concept. Owning secret knowledge is as old as humanity. Think about humans learning the secret of fire, gunpowder, medicine, and nuclear bombs. The concept seems more modern, because of computer technology. This technology only means there is more data to control in a monopoly.
In the Spring Edition of the Greenlight magazine, we explore the new reality of link building, how to get the most from mobile advertising, the impact of Facebook's latest product 'Home' plus we provide tips on how to achieve a fully integrated digital search strategy.
Despite an overwhelming trend toward content marketing and the need to continually feed an ever-increasing portfolio of content channels and formats, most organizations have not yet addressed content on either a strategic or tactical level. This report explores scalable organizational models for addressing content needs across the enterprise and makes recommendations for a holistic program.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
People’s Insights Volume 1, Issue 52: Vicks Mobile Ad CampaignMSL
This week, we distill insights around a Mobile Ad Campaign in which Vicks combined several layers of data to reach moms in high flu zones with mobile ads for their premium Behind Ear Thermometer
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on corporate citizenship, crowdsourcing, storytelling and social data on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights and foresights with you on our People’s Insights blog and compile the best insights from the network and the blog in the iPad-friendly People’s Lab Quarterly Magazine, as a showcase of our capabilities.
For more, see: http://peopleslab.mslgroup.com
Activating Communities of Interest on the Real Time, Social WebR2integrated
Activating Communities of Interest On The Real Time, Social Web: The web is a decision engine, and communities of interest are where it's at for brands looking to influence customers and build advocacy.
Five Principles for Storytelling in a Multi-Screening WorldOgilvy Consulting
The increase in multi-screening, coupled with time spent on social channels, means content creation strategies need to evolve. Here are five principles to help you succeed.
Daniels Fund Ethics Initiative University of New Mexico .docxtheodorelove43763
Daniels Fund Ethics Initiative
University of New Mexico
http://danielsethics.mgt.unm.edu
This material was developed by Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell. Stephanie Amalfitano and
Matthew Moody worked on a previous edition of this case. It is provided for the Daniels Fund Ethics Initiative at the University of New
Mexico and is intended for classroom discussion rather than to illustrate effective or ineffective handling of administrative, ethical, or
legal decisions by management. Users of this material are prohibited from claiming this material as their own, emailing it to others, or
placing it on the Internet. Please call O.C. Ferrell at 505-277-3468 for more information. (2012)
Google: The Quest to Balance Privacy
with Profits
INTRODUCTION
When Sergey Brin and Larry Page created their search engine “BackRub” in 1996, they could not
have imagined at the time what the future held for their creation. BackRub was unique in that it
used links to rank web pages. Before this time, search engines tended to use algorithms that only
took into account key words, so when a certain item was searched, the user might receive links to
webpages that were both legitimate and less legitimate (or irrelevant). Brin and Page’s algorithm,
which they dubbed PageRank, accounted for links, roughly equivalent to citations, which went into
and out of the website. This complex mathematical algorithm worked. Results were ranked
according to their relative importance, allowing users to see the most “legitimate” search results
first. In 1998, the search engine Google was officially born, named after the term “gogol,” a
mathematical term for a 1 followed by 100 zeros.
Google’s ease of use for users propelled the search engine to its number one status, ousting
competing search engines such as WebCrawler and Infoseek. As Google gained in popularity, it
expanded into a number of different ventures, including advertising, book publishing, social
networking, and mobile phones. The company also acquired or owns a number of other well-known
sites, such as Orkut (a social-networking site popular in Brazil and India), the photo-sharing site
Picasa, and YouTube, the most popular video sharing site in the world. In 2011 it launched Google+,
a social networking site being watched carefully by its competitor Facebook. For four consecutive
years, Google was considered to be the most valuable brand in the world (although it was
surpassed by Apple in 2011). Approximately 2 billion searches a day are performed through
Google’s search engine.
As is common with most large companies, Google has experienced its share of ethical issues. Its
mantra “Don’t Be Evil” was questioned after it entered China, where it allowed the government to
censor some of its sites. Its wide reach and its plans to publish millions of books online has incurred
lawsuits from both publishers, who accused the co.
http://www.corporate-ethics.org
BRI-1004
-2-
the brutal suppression of demonstrators in China in June 1989. The same search on Google.cn
provided a much smaller list and included pictures of a smiling couple in the square.2
The decision to develop Google.cn was complicated. In the words of Elliot Schrage,
Google’s vice president of Global Communications and Public Affairs:
[Google, Inc., faced a choice to] compromise our mission by failing to serve our
users in China or compromise our mission by entering China and complying with
Chinese laws that require us to censor search results.… Based on what we know
today and what we see in China, we believe our decision to launch the Google.cn
service in addition to our Google.com service is a reasonable one, better for
Chinese users and better for Google.… Self-censorship, like that which we are
now required to perform in China, is something that conflicts deeply with our core
principles.… This was not something we did enthusiastically or something that
we’re proud of at all.3
MacLean knew that he was perfectly prepared for his current position as director of
International Business. After earning a computer-science degree, MacLean had traveled
extensively, implementing information systems with an IT consulting firm. He was well-versed
in the technical and cultural components of this current project. It was his first job after earning
an MBA. He had worked very hard as a summer intern to get his foot in the door at Google, Inc.,
and landed a job offer in his second year of the MBA program. He had been working at Google
for 13 months and was starting to worry about his job security. Within the organization, he did
not have enough political capital to weather a storm of critiques.
The congressional hearing had planted seeds of doubt in MacLean’s head about the
Google in China decision. Was Google endorsing censorship by conforming to the Chinese
authorities’ rules? Was Google acting as a tool for the government? Were Chinese citizens better
off after Google’s decision to enter China with Google.cn? MacLean was starting to question
whether the decision went against their stated mission of organizing the world’s information and
making it universally accessible and useful.4
Google’s top leadership had left open the door for revising their strategy by always
reminding reporters and those in the company that the decision was made based on the
information currently available. The company was not afraid to revisit previous decisions.
MacLean had only one day before attending a meeting where he would be queried on the
development and implementation of Google’s China strategy and asked for his suggestions for
future courses of action. The Senate hearing had attracted a lively audience and had generated
vigorous debate. There was a lot of pressure to act, but MacLean’s instinct was to stick by his
.
Despite an overwhelming trend toward content marketing and the need to continually feed an ever-increasing portfolio of content channels and formats, most organizations have not yet addressed content on either a strategic or tactical level. This report explores scalable organizational models for addressing content needs across the enterprise and makes recommendations for a holistic program.
According to Altimeter Group research, the average enterprise-class company owns 178 social media accounts, while 13 departments—from marketing to customer support to legal-- actively engage in social media.
Yet social media— and as a result, social data— are still largely isolated from business-critical enterprise data sourced from platforms such as Customer Relationship Management, Business Intelligence and market research.
This lack of a holistic view of social signals in the context of other enterprise and external data can lead to partially-informed decisions, missed opportunity, and increased risk and cost, as the organization makes decisions without the benefit of critical input from external constituencies.
In this Altimeter Group research report reflecting input from 35 enterprise-class organizations and technology ecosystem contributors, industry analyst Susan Etlinger lays out an imperative for Social Data Intelligence, identifying key dimensions that organizations must understand, pragmatic steps they can take toward mature integration, and how successful businesses are already using social data in the context of other critical enterprise data to drive measurable value throughout the organization.
People’s Insights Volume 1, Issue 52: Vicks Mobile Ad CampaignMSL
This week, we distill insights around a Mobile Ad Campaign in which Vicks combined several layers of data to reach moms in high flu zones with mobile ads for their premium Behind Ear Thermometer
100+ thinkers and planners within MSLGROUP share and discuss inspiring projects on corporate citizenship, crowdsourcing, storytelling and social data on the MSLGROUP Insights Network.
Every week, we pick up one project and do a deep dive into conversations around it -- on the MSLGROUP Insights Network itself but also on the broader social web -- to distill insights and foresights. We share these insights and foresights with you on our People’s Insights blog and compile the best insights from the network and the blog in the iPad-friendly People’s Lab Quarterly Magazine, as a showcase of our capabilities.
For more, see: http://peopleslab.mslgroup.com
Activating Communities of Interest on the Real Time, Social WebR2integrated
Activating Communities of Interest On The Real Time, Social Web: The web is a decision engine, and communities of interest are where it's at for brands looking to influence customers and build advocacy.
Five Principles for Storytelling in a Multi-Screening WorldOgilvy Consulting
The increase in multi-screening, coupled with time spent on social channels, means content creation strategies need to evolve. Here are five principles to help you succeed.
Daniels Fund Ethics Initiative University of New Mexico .docxtheodorelove43763
Daniels Fund Ethics Initiative
University of New Mexico
http://danielsethics.mgt.unm.edu
This material was developed by Jennifer Sawayda under the direction of O.C. Ferrell and Linda Ferrell. Stephanie Amalfitano and
Matthew Moody worked on a previous edition of this case. It is provided for the Daniels Fund Ethics Initiative at the University of New
Mexico and is intended for classroom discussion rather than to illustrate effective or ineffective handling of administrative, ethical, or
legal decisions by management. Users of this material are prohibited from claiming this material as their own, emailing it to others, or
placing it on the Internet. Please call O.C. Ferrell at 505-277-3468 for more information. (2012)
Google: The Quest to Balance Privacy
with Profits
INTRODUCTION
When Sergey Brin and Larry Page created their search engine “BackRub” in 1996, they could not
have imagined at the time what the future held for their creation. BackRub was unique in that it
used links to rank web pages. Before this time, search engines tended to use algorithms that only
took into account key words, so when a certain item was searched, the user might receive links to
webpages that were both legitimate and less legitimate (or irrelevant). Brin and Page’s algorithm,
which they dubbed PageRank, accounted for links, roughly equivalent to citations, which went into
and out of the website. This complex mathematical algorithm worked. Results were ranked
according to their relative importance, allowing users to see the most “legitimate” search results
first. In 1998, the search engine Google was officially born, named after the term “gogol,” a
mathematical term for a 1 followed by 100 zeros.
Google’s ease of use for users propelled the search engine to its number one status, ousting
competing search engines such as WebCrawler and Infoseek. As Google gained in popularity, it
expanded into a number of different ventures, including advertising, book publishing, social
networking, and mobile phones. The company also acquired or owns a number of other well-known
sites, such as Orkut (a social-networking site popular in Brazil and India), the photo-sharing site
Picasa, and YouTube, the most popular video sharing site in the world. In 2011 it launched Google+,
a social networking site being watched carefully by its competitor Facebook. For four consecutive
years, Google was considered to be the most valuable brand in the world (although it was
surpassed by Apple in 2011). Approximately 2 billion searches a day are performed through
Google’s search engine.
As is common with most large companies, Google has experienced its share of ethical issues. Its
mantra “Don’t Be Evil” was questioned after it entered China, where it allowed the government to
censor some of its sites. Its wide reach and its plans to publish millions of books online has incurred
lawsuits from both publishers, who accused the co.
http://www.corporate-ethics.org
BRI-1004
-2-
the brutal suppression of demonstrators in China in June 1989. The same search on Google.cn
provided a much smaller list and included pictures of a smiling couple in the square.2
The decision to develop Google.cn was complicated. In the words of Elliot Schrage,
Google’s vice president of Global Communications and Public Affairs:
[Google, Inc., faced a choice to] compromise our mission by failing to serve our
users in China or compromise our mission by entering China and complying with
Chinese laws that require us to censor search results.… Based on what we know
today and what we see in China, we believe our decision to launch the Google.cn
service in addition to our Google.com service is a reasonable one, better for
Chinese users and better for Google.… Self-censorship, like that which we are
now required to perform in China, is something that conflicts deeply with our core
principles.… This was not something we did enthusiastically or something that
we’re proud of at all.3
MacLean knew that he was perfectly prepared for his current position as director of
International Business. After earning a computer-science degree, MacLean had traveled
extensively, implementing information systems with an IT consulting firm. He was well-versed
in the technical and cultural components of this current project. It was his first job after earning
an MBA. He had worked very hard as a summer intern to get his foot in the door at Google, Inc.,
and landed a job offer in his second year of the MBA program. He had been working at Google
for 13 months and was starting to worry about his job security. Within the organization, he did
not have enough political capital to weather a storm of critiques.
The congressional hearing had planted seeds of doubt in MacLean’s head about the
Google in China decision. Was Google endorsing censorship by conforming to the Chinese
authorities’ rules? Was Google acting as a tool for the government? Were Chinese citizens better
off after Google’s decision to enter China with Google.cn? MacLean was starting to question
whether the decision went against their stated mission of organizing the world’s information and
making it universally accessible and useful.4
Google’s top leadership had left open the door for revising their strategy by always
reminding reporters and those in the company that the decision was made based on the
information currently available. The company was not afraid to revisit previous decisions.
MacLean had only one day before attending a meeting where he would be queried on the
development and implementation of Google’s China strategy and asked for his suggestions for
future courses of action. The Senate hearing had attracted a lively audience and had generated
vigorous debate. There was a lot of pressure to act, but MacLean’s instinct was to stick by his
.
Ethics and Management7Google” Ethics and ManagementIs.docxgitagrimston
Ethics and Management
7
“Google” Ethics and Management
Isaac Moreno, Roy Rexroat, and Christina Ramirez
Hawaii Pacific University
Lindsey A. Gibson, PhD
November 25, 2014
EXECUTIVE SUMMARY
The objective of the review is to provide an ethical and moral perspective within management and to instill a good guidance system for business organizations with estimation on the usefulness and competence of the use of Google’s Internet websites as a communication tool for information distribution. It emphasizes the importance of related issues such as behavior management system, and accessibilities. This information will also discuss the main challenges faced when managing their website. Google has established for a variety of purposes one thing is for sure, is that information dissemination to personnel can be used as a platform to manage e-business applications with top efficiency. A requirement for good ethical behavior is to have an excellent website which can effectively govern online with a functioning decision making mechanism enabling good interaction between key initiatives.
Website governance and strategy must be well devised by having the ability to align and incorporate well with other business strategies. Three of these major strategies deal with communication, funding, and human resources. The execution taking Google to the top would be to use a good website strategy which must be through clear, consistent, and all-inclusive with timely regulations and directive guidelines. The implementation of an ethical system would help centralize all website-related activities. The most important characteristics of a good management system will be out to ease when being used by top management, customizable workflow, high protection and a multilingual foundation.
The current level of employment and related training resources for website management are currently insufficient, considering the significance and impact that websites have on the organizations’ which are mandated. Without appropriate funding and experienced management, a website would lose its effectiveness and value in a short period of time. Having a good management system in an organization are faces various challenges for unifying their web presence through efficient content and having an application of consistent online trademark. Attentiveness should be increased by the organization at large to other departments in which the web can continue to develop, and that it would require considerable and sustained assets in human resources and training.
For most of these challenges, they will curtail from the decentralized structure of most management system and websites in terms of content generation, due to the lack of overall web governance, executive web strategy integrated with business communications, standard guidelines, policies and expertise. Listed below are the suggestions addressed to all departments of Google. Other recommendations proposed for the considerations for top ma ...
Google Recommendations and Implementations Strategiesgbrynza
This group paper was written in my Managing Organizations class with Dr. Chio at the University of Washington Tacoma. This paper describes the recommendations and implementation strategies to be taken when the SWOT Analysis of Google was revealed.
Running head GOOGLE MANAGMENT1GOOGLE MANAGMENT8GOOGLE M.docxjeanettehully
Running head: GOOGLE MANAGMENT
1
GOOGLE MANAGMENT
8
GOOGLE MANAGEMENT
Author Name(s), First M. Last, Omit Titles and Degrees
Institutional Affiliation(s)
Table of Contents
Introduction to the company3
Who founded Google?4
How is Google funded?4
History of Company4
What impact has the brand had within its category?5
How have you differentiated yourself from your competitors?5
Mission of company5
Best practice6
Best practice into concepts8
It gives value to work8
Optimize efforts through analytical tools8
How could another organization adopt this best practice?9
Boosts flexibility at work10
Conclusion10
Introduction to the company
Google LLC is a US international technology organization that focusses on Internet-related products and services, which contain search engines, online marketing technologies, cloud computing, hardware, and software. The purpose of Google management is to organize all the information in the world and create it nearby and beneficial to everyone (Shane, & Wakabayashi, 2018).
The company Google was born as a search engine for more information on the web. Its main characteristic with respect to its competitors was its advanced system of analysis of relations between pages, which allowed a higher ranking or ranking. Google's next step was to use this information to introduce advertising and manipulate the ranking based on the payment for such advertising. The enormous benefits that the company achieves are reinvested in new services and new policies that have strengthened the individual-segmentation relationship, reaching perfect segmentation (Mingers, & Lipitakis, 2010).
Google is an American multinational company focusing on products and services linked to the Internet, electronic devices, software and other expertise. Google's key product is the Internet content search engine of the similar name, although it also provides other services such as an email service called Gmail, its Google Earth map and Google Maps service, the YouTube video website, others Web values such as Google News or Google Books, the Google Chrome web browser, the Google+ social network. It provides an easy and quick way to find info on the web, by access to a catalogue of over 8,168 million web pages. As said by the Google company, currently replies to above 200 million queries a day (Verma, et.al. 2015, April).
Who founded Google?
The American of Larry Page and the Russian Sergey Brin , are the founders of this magnificent company. In 1995, Page had finished his studies at the University of Michigan and went to do his graduate degree at Stanford University, California. In this same university he meets Brin, 21, who was in charge of teaching him the campus (Verma, et.al. 2015, April).How is Google funded?
Faced with the great and rapid growth, in the year 2000, Google develops what today gives them the highest proportion of their profits: Google Adwords. Which is a Digital Marketing strategy that is based on making money throu ...
PLEASE HELP WITH AN INTRODUCTION and Conclusion!! Thank you so much.pdfaioils
PLEASE HELP WITH AN INTRODUCTION and Conclusion!! Thank you so much
INTRO - Please refer to the case that is attached, this has nothing to do with airlines
Use the introduction to state the focus or purpose of your analysis as well as to define the
companys SBUs and the date of the analysis. Explain how the corporation could effectively
maximize stockholder wealth by addressing a specific problem related to the mix of businesses it
operates. You should state the scope of your analysis and set the stage for your reader.
The introduction should include key facts necessary for readers to understand your analysis.
These facts should be the ones that have affected the companys strategic direction and
performance.
Include information about how you have divided the company into strategic business units
(SBUs). For purposes of this analysis, three SBUs and we want to focus on NEST, GOOGLE
X(moonshots) and Google non subsidiaries. Explain whether the company is pursuing a strategy
of unrelated diversification.
Conclusion
Briefly review your analysis. State how your analysis will allow your company to maximize
shareholder wealth. We'd like to have a bigger impact on the world by doing more things. - Larry
Page, Cofounder and CEO of Alphabet 1 In June 2016, Tony Fadell announced that he was
"leaving the nest" after six years at the helm of Nest Labs, an Alphabet subsidiary that made
smart household appliances. "I'm a guy who's at the beginning of things," he told the New York
Times. "I don't like to do maintenance mode. It's not what gets me out of bed." 2 The news
followed press reports that revealed turmoil at Nest and raised questions about Google's recent
decision to restructure into Alphabet, a holding company. When the reorganization had first been
announced in August 2015, experts said Nest would be among the main beneficiaries. "Nest and
the rest gain more freedom to spend money, acquire other companies, etc. without having to try
to explain how such costs are benefiting the core ad business when they clearly were not," one
analyst noted. 3 "[Alphabet's] new stand-alone companies will have more freedom to take risks,"
another observer commented. 4 But when internal problems at Nest and other subsidiaries
surfaced in the press, observers began to fault the reorganization. "Google cofounders, now
Alphabet honchos, really want to replicate their search engine's success across a range of
industries with operations run like startups," one observer wrote. "To do that, though, they have
to face a dilemma inherent in their structure. That is, they must find execs willing to work within
Alphabet's corporate umbrella, and teams willing to work with their chosen execs." 5 The
makeup and management of Alphabet's diverse collection of subsidiaries had been in flux since
the restructuring announcement. In August 2015, a day after Google announced that it would
reorganize, gaming subsidiary Niantic, an early "autonomous business unit" under Google, 6 said
it w.
1. Patrick Hagmann
BSAD 130
Professor Fisher
15 November 2013
Case Study Analysis: Google
“Google‟s mission is to organize the world‟s information and make it universally
accessible and useful.” (Harvard 1) Google sense 1999 has focused their business goal in
primarily dealing with the distribution of knowledge and information on the World Wide Web.
Google headquarters, which is located in Mountain View, California, had produced gross
revenues of $6.1 billion in 2005 can run business operations of just $2.0 billion. Google used
some business ideas like Partnerships, dual-class equity structure for stock options, and policy of
ranking paid listings to financially get ahead of the corporate world . However Google can
contribute much of their success based on the post-capitalistic ideals stressed by Ducker,
Gitmann, and the Harvard Case study itself. Google achieved innovation and creativity into the
organization based through the principles of “don‟t be evil; (2) technology matters; and (3) and
we make our own rules” Being specialized and putting employees first (Harvard 6). Since
Google has a lot of power in what is shown on the Internet, its reasonable to suspect that Google
can tailor the search results to the company‟s needs rather than the consumer.The ethics of
privacy makes them seem untrustworthy and that they are focused too much on revenue from
search engines. Another big problem of Google is that it needs to have a wide range of flexibility
of profits, otherwise the firm wont be able to adapt to this constantly changing post-capitalistic
society. “ Since its IPO, Google had launched a flurry of products that had expanded its domain
beyond web search. These included Gmail, a free e-mail service; Google Desktop, … Google
2. Maps; Google Book Search; Google Talk….and Google Base, a free online database for all kinds
of user-provided content, ranging from help-wanted ads toproduct reviews.”(Harvard 1) Google
also needs be able to adapt to the constantly changing knowledge environment in order to invest
in the firm‟s long term needs
Google‟s founders were Brin and Page. They created the company based on the notion of
the World Wide Web. To make early profits, Google has signed Partnerships with multiple
companies. “Partnership was important to Google, which had signed a five year deal to continue
providing web search results and search-based advertising to AOL, as it had… Google promoted
Time Warner products.” Sense Google unstop that knowledge was power, they were able to
force some popular companies to use their search engine. The society‟s popularity of Google‟s
search engine, Google.com, was evident sense it “held a commanding 68% share of all search
traffic in Q3 2005.… Yahoo.com, its closest rival”(Harvard 2). Drucker would back Google‟s
success here because in a post-capitalistic society, “knowledge is power” (Drucker 13) In the
early ways of capitalism, Land, Labor, Capital, and entrepreneurship greatly increased success.
However, these times are changing and as a result the four values mentioned become irrelevant
to success when knowledge proves to be very useful and powerful.
Google claimed to popularity because search engines lacked a strong sense of
Organizations in search results. “Due to World Wide Web, large demand for search engines
searches increasingly returned—”spam”—that frustrated users. In 1998, Sergey Brin and Larry
Page tackled this problem”(Harvard 2). Brin and Page announced their funding for Google, from
twoelite venture capital firms: Sequoia and Kleiner Perkins. Until December 1999, Google
earned revenue strictly by licensing its search technology to Yahoo! And other third-party
sites.Monetarily, Google became wealthy due to the fact that business in society was
3. transitioning from the physical world to the technical world. “In fact, 70% of all e-commerce
transactions originated through web search and 40% of all web searches had a commercial
motivation” (Harvard 3). Again, the concept of knowledge is power strongly applies here
because Google has a very strong influence because it can control what commercial items their
many users see. This has made them extremely controversial and untrustworthy. Google defends
their monopoly like control of knowledge because their company strongly values the ethical
concept of “don‟t be evil”(Harvard 5). This coincides with Ducker‟s concept of social and ethical
responsibility. “Social responsibility is the concern of businesses for the welfare of society as a
whole. Consist of obligations of just making a profit”(Gitman 53). Google backs that they are
socially responsible by saying “We never manipulate rankings to put our [advertising or content]
partners higher in our search results. No one can buy better PageRank. Our users trust Google‟s
objectivity and no short-term gain could ever justify breaching that trust…We don‟t try to put
our sense of ethics into the search results, but we do when it comes to advertising (Harvard 7).”
The huge ethical conflict though is the this statement highlights that Google is playing God
responsibly when it comes to projecting what products and information are seen by society.
Many believe good “doesn‟t do evil” but there‟s no way for sure if they are unethical about
distributing information. As a result, people are forced to speculate and doubt Google‟s values,
which can hurt business in the future.
Early on Google ran into trouble displaying searches due to users being lazy and picking
the first link provided in search engine. “cost-per-click” (CPC) auctions yielded results that met
users‟ needs. Users tended to click only on the top-most paid listings, ignoring ads that appeared
lower on the search results page.”
4. To try and make search engine ”democratic”(Harvard 20) and more fair, Google uses a paid-
listings system when it comes to search engines.“PageRank evaluates all of the sites linking to a
web page and assigns them a value, based in part on the sites linking to them. By analyzing the
full structure of the web, Google is able to determine which sites have been “voted” the best
sources of information by those most interested in the information they offer” (Harvard 21).
Paid-listing depends on four factors; its coverage rate, click-through rate, average cost per click,
and revenue split. All this allows the users to indirectly clarify which cites are more trustworthy
and useful for consumer needs.
Google recognized that internal connections in management and authority needed to be
controlled by those who had the companies best interests. The Stock system of dual-class equity
structure gave a good in maintain inside authority. dual-class equity structure, giving ten votes
per share to holders of Class B stock, versus one vote per Class A share(Harvard 5). Google
clarities that “to become an important and significant institution. [it] takes time, stability and
independence. We bridge the media and technology industries, both of which have experienced
considerable consolidation and attempted hostile takeovers… dual-class ownership has allowed
these companies to concentrate on their core, long-term interest in serious news coverage,
despite fluctuations in quarterly results”(11 Harvard). In the dual-class equity, clearly Class B
shares provide more power within the company and assigning those shares to important top
management people and highly valued knowledge workers, the company can focus on long term
goals despite short term problems. Drucker would agree that the knowledge worker needs to
have power in the business. Before “ Corporations were now to be managed exclusively to
maximize shareholder‟s value…this alienates the very people on whose motivation and
dedication the modern business depends: the knowledge workers”(Drucker 80). Drucker clarifies
that in order to be successful in a post-capitalistic society, the idea of a dual-class equity
structure helps by “making management accountable” (Drucker 81).
Google encouraged innovation and creativity by using a “bottom-up [process]
from the employee ranks” (Harvard 9). Google also believes that to maximize effinciy, teams of
3 to 5 generly created a good innovative work enviorment. Google also believed that middle
management gets in the way of creativity. Both Drucker and Gitman strongly agree that
5. Managing Innovation
Engineers were encouraged to spend 20% of
their time working on projects of their own choosing
Brin maintained that all Google‟s new product ideas emerged
(6)
teams of 3-5 people…. We try to have as l.
Personalized Search, which ordered search results based on analysis
of the types of results a user had clicked on in past searches. (7)
Observers cited two reasons for Google‟s superior performance. First, Google bettered
Overture‟s policy of ranking paid listings based solely on CPC bids by also considering listing
relevancy. Second, by late 2005, Google‟s paid-listings network had attracted two to three times
as many
advertisers as Overture‟s. Advertisers were drawn to Google because its network offered
more search traffic and allowed lower minimum CPC bids than Overture‟s(8)
banner ads and
video ads.
“Longer-term opportunity for Google was targeting ads based on users‟ demographics,
psychographics, and/or online behavior, in addition to keywords” (8)
Gmail and Personalized
Home Page
Some say Google is God. Others say Google is Satan. But if they think Google is too powerful,
remember that with search engines, unlike other companies, all it takes is a single click to go to
another search engine. People come to Google because they choose to. We don‟t trick them. (9)
—Sergey Brin
Industry pundits issued warnings about the company‟s everexpanding scope and its
enormous influence. Even foreign governments voiced their concerns. In
6. August 2005, French President Jacques Chirac announced a loan program for the development of
a Franco-German multimedia search engine on the grounds that Google was “a tool of U.S.
cultural imperialism. (9)
Yahoo! management resolved to end the
company‟s dependence on third parties for algorithmic search and paid listings(10)
Google‟s prowess in developing ad-supported virtual software
applications challenged Microsoft‟s traditional model of charging users a license fee for
software.(11)
Customers shopping for a product could visit eBay‟s marketplace to find a qualified
seller, or they could search for a vendor through Google. In fact, many of Google‟s advertisers
were also eBay sellers; these small companies carefully compared eBay‟s transaction fees to the
costs of generating leads through paid listings. (11)
In early 2006, managers in technology and media companies around the world observed Google
with awe, envy, and fear. The company‟s opportunities seemed boundless (12)
One option was to stay focused on the company‟s distinctive competence: developing superior
search solutions and monetizing those solutions through targeted advertising. (12)
build Google into a portal like Yahoo! or MSN
Schmidt- „Are the things that we‟re doing
consistent with the mission of the company?‟ We‟re not in the portal business, we‟re in the
business of making all the world‟s information accessible and useful.”
To that end, Google has persistently pursued innovation and pushed the limits of existing
technology to provide a fast, accurate and easy-to-use search service that can be accessed from
anywhere.…..Larry Page, “would understand exactly what you mean and give back exactly what
you want.” Given the state of search technology today, that‟s a far-reaching vision requiring
research, development and innovation to realize.(20)
Ten things Google has found to be true
1 Google has steadfastly refused to make any change that does not offer a benefit to the users
who come to the site:
• The interface is clear and simple.
• Pages load instantly.
• Placement in search results is never sold to anyone.
7. • Advertising on the site must offer relevant content and not be a distraction.
2 It‟s best to do one thing really, really well.
3 Fast is better than slow.-
Google may be the only company in the world whose stated goal is to have users leave its
website as quickly as possible
4 Democracy on the web works.
PageRank evaluates all of the sites linking to a web page and assigns them a value, based in part
on the sites linking to them. By analyzing the full structure of the web, Google is able to
determine which sites have been “voted” the best sources of information by those most interested
in the information they offer. (20)
6. You can make money without doing evil
So, only certain searches produce sponsored links above or to the right of the results. Google
firmly believes that ads can provide useful information if, and only if, they are relevant to what
you wish to find.
Getting the most out of knowledge workers will be the key to business success for the next
quarter century. Here‟s how we do it at Google.
At Google, we think business guru Peter Drucker well understood how to manage the new breed
of “knowledge workers.” After all, Drucker invented the term in 1959. He says knowledge
workers believe they are paid to be effective, not to work 9 to 5, and that smart businesses will
“strip away everything that gets in their knowledge
workers‟ way.” Those that succeed will attract the best performers, securing “the single
biggest factor for competitive advantage in the next 25 years.”
Hire by commite, Cater to their every need. Pack them in, Make coordination easy, (gmail) Eat
your own dog food, Encourage creativity(23)
Strive to reach consensus, Don‟t be evil, Data drive decision, Communicate effectively
Problems:
Microsoft responded by proposing a joint venture with AOL to develop search-related
advertising. Some observers perceived Google‟s success in deflecting this challenge as evidence
that Google‟s management team was mastering the art of strategic deal-making. Battelle noted:
“This is Google‟s first test as a chess player in a major corporate battle. They are saying, „We
will take some of our pawns and block the move to our queen by Microsoft.‟” But this raised
the question: What
moves should Google make next?(Harvard 2)
8. “techno arrogance.” Engineers are competitive by nature and they have low tolerance for
those who aren‟t as driven or as knowledgeable as they are… t inflexible person on a team can
be deadly. (24)
A related problem is the not-invented-here syndrome. A good engineer is always convinced that
he can build a better system than the existing ones, leading to the refrain “Don‟t buy it, build it.”
Well, they may be right, but
we have to focus on those projects with the biggest payoff. Sometimes this means going outside
the company for
products and services.
Gitman
2 Making ethical decilsions and managing a socially responsible business
6 Management and Leadership in Today‟s Organization
7 Deesigning organizational Structures
9 Motivating employees