case+14+google+strategy+in+2008

Marjan Suban sites.google.com/site/chaosweld/ 24.01.2010 www2.arnes.si/~msuban1/ www.facebook.com/marjan.suban

CASE 14 Google’s Strategy in 2008

1. Discuss competition in the search industry. Which of the five competitive forces seem

strongest? weakest? What is your assessment of overall industry attractiveness?

Search Engine Industry is built upon Search and also advertising. If we look at the latest data (for

year 2009) there are beside Google 5 big

players:

• Yahoo, which has a challenger’s and

loser’s position

• Bing, this is new

brand name for

MSN Live search

• Baidu, China

search engine

• Ask

• AOL, where

search engine is

powered by Google

At the figure, we can see

that Google own 65% of

U.S. Market and 85% of

global Search Engine Market. Data from StatCounter Global Stats for Year 2009 shows that

Bing market share was in start (june 2009) a little higher then MSN Live search had in past. In

that time there is also a litlle decrease of Google’s market share. In the latest statistics there is a

new competitor from China Baidu (2,8% of global market), which is right behind Bing (3,3%).

I can identify following five competitive forces of Porter’s model (figure on right side):

• Bargaining power of Buyers

In 2008 almost 97% of Google’s revenue was made by

advertising. There are many single account contributing

low percentage to net revenue (max. is 3%). They

realize that selling popular keywords is valued.

• Bargaining power of Suppliers

Beside Google’s big market share, suppliers trust

Google’s ad system as reliable source of income.


• Threat of substitute Products and Services

There is now other suitable substitute for search. Organizing information and conducting

searches like Google do is for near future business with no threats. Beside that number of

Internet users worldwide is rapidly increasing. On the other side internet advertising is 2nd best

form of ads (just behind newspapers). If you add to this a search-based ads, then you have a

wining solution.

• Threat of new Entrants

If you want to enter in internet search market then you have to jump over a high barriers. Current

big players exhibits a high technology and a lot of know-how. So that new entrant must provide

better and quicker search results then others competitors. New entrant also does not have data on

search history of users. Threats of new market entrants is relatively low.

• Rivalry among Existing Competitors

All competitors have a similar services and products. Competition is based on non-price

dimension like marketing, brand, search technology. Because this is relative new business there

are good growth opportunities also for economics of scale in advertising.

As a strongest competitive force I can identify competitive rivalry, where the weakest is

bargaining power of the buyers. Market is driven by innovations. As already stated before,

industry has high overall attractiveness.

2. How is the search industry changing? What forces seem most likely to bring about major

change to the industry within the next three to five years?

Cloud computing technologies are one of the trend which will have also a big impact on software

market. Google is a big player in this field. Microsoft has identify this as a big threat to their

business. This field is still going under great improvements. Second trend in industry is rising a

competition in mobile search/advertising and importance of social networks is still in growth.

In the search engine market I can find following trends:

• Internationalization of the search market

• China as a new prospective market and fight between Google and Baidu for market share in

China

• High possibility of further mergers in the search market

• It can be expected that some of the search engines will be specialized for customer-based

needs.


3. What are the key factors that define success in the industry? What are the key competencies,

capabilities, and resources of successful search engine companies?

Key factors of search engine industry success are:

• Consumer demand for innovative and interoperable products or services (platforms,

internationality, interchangeability)

• Net neutrality

• Improved search algorithms (fast, accurate, impartial and easy to use)

• Awareness of convergence in media, internet, broadcast and entertainment

• Trust (user security, privacy concerns and protections)

• Awareness of user habits and needs (supply solutions to anticipate and meet needs)

Google core competencies are:

• Constant Innovation of search algorithms

• Impartial algorithms used to rank data weight

• Open transparent organizational culture

• Policies: Implement, then monetize; People-Profit

• Corporate Reputation = Brand Trust

• Back net-neutrality interoperability + open source

Google, Yahoo, and Microsoft have both similar and dissimilar capabilities:

• All are financially sound; in fact, they all have the financial clout to afford large acquisitions,

or to invest significant financial resources in a R&D.

• All are global; all are household names.

Currently, Yahoo and Microsoft must reassess their resources and capabilities to decide how to

deploy them most effectively. In reality, they must leverage their current resources to develop

new capabilities if they hope to compete with Google for the consumers.

Google has an advantage in efficient organization of information. By means of using an unbiased

algorithm to rank data relevancy, Google’s impartial search algorithm is also the key to its

popularity, because Google users have a greater level of trust. Yahoo has a number of social

networks and content advantage. Microsoft’s advantage resides in their long reign of global

market dominance in business by means of their market share of computer software and

operating systems, although they also face risks from this due to global antitrust issues.


4. Describe Google’s business model. What are the company’s revenue-cost-profit

relationships? What strategies has Google relied upon to build competitive advantage in the

industry?

Google business model generates revenue

by providing. advertisers with an

opportunity to deliver online advertising,

directly matched by keyword to a user’s

search query. Google business model is

based on three elements shown also on

right-side figure.

The first one is the advertising when you search on Google, a program called AdWords.

AdWords is Google's advertising product and main source of revenue. AdWords offers pay-per-

click advertising, and site-targeted advertising for both text and banner ads. The AdWords

program includes local, national, and international distribution. Advertisements are short,

consisting of one title line and two content text lines and/or image. The "content network" shows

AdWords ads on sites that are not search engines. These content network sites are those that use

AdSense, the other side of the Google advertising model. AdSense is used by website owners

who wish to make money by displaying ads on their websites. User’s click on ad displayed on a

Web page means that advertiser pays Google and Google give percentage of that amount to the

webpage.

The third way in which they make money is through its Google Search Appliance which they

sell to their customers. This Google’s search technology can be integrated into a third party’s

Web page or intranet. This appliance delivers accurate search results throughout a number of

documents. Meaning your company would have its own search engine and it would work just as

well as google.com. Licensing fees ranged from $30.000 to $600.000. There is also Google Mini

Search Appliance designed for small businesses.

Some of the most important strengths of the

Google’s business model are:

• Reliable pricing system

• Scalable architecture

• Disruptive business model

• Efficient ad system and relevant ads

Figure presented Google’s revenue-cost-

profit relationship is displayed here. Google

has grown rapidly; from 2004 to 2007 its

AdSense

Search appliance

AdWords


revenue growth slowed, but still increased by more than 50% every year (average is 71,6% per

year). The company reported a year-over-year growth of 31% for 2008. Beside constant growth

of total revenue, net income has also constant growth (average is 109,1% per year) accept maybe

in year 2008, where increase was not as high expected. In parallel there is also a growth of

market share. By the year 2009 I can say that Google has almost monopole position in a search

engine market. The company generated 97% of its 2008 revenue from advertising, the inventory

of which is sold both directly to customers as well as in conjunction with advertising agencies

serving large clients. Google's two primary advertising products are AdSense and AdWords,

both paid search products.

To support further growth of Google they are relaying on this strategies:

• Differentiation “Deliver the most relevant, objective data in the shortest time”

• Focus on user experience and anticipate user needs

• Develop personalized user products and services

• Innovate advertising solutions for business sector

• Protect key talent by investing in culture

• Explore & develop internet video / wireless frontiers

• Innovate services / interfaces for wireless sector

That it is why Google need to:

• Invest in R&D (innovations, search for algorithms and communications)

• Pursue strategic alliances (integration and interoperability)

• Manage the Google brand (avoid marketing)


5. Have Google’s business model and strategy proven to be successful? Should investors be

impressed with the company’s financial performance? How does the company’s financial

performance compare to that of Microsoft and Yahoo? Please conduct a financial analysis to

support your position—you may wish to use the financial ratios presented in Table 1 of Chapter

4 as a guide in doing your financial analysis of the company.

Total Revenue Structure

From the figures we can see that the

growth of the Google Total Revenue is

constant. In 1st quarter of year 2009 we

can observe first negative growth, which

can be related with recession. Search

based advertising is the main revenue

source. Since 2007 there is also a new

source of revenue, that is licensing

revenue.

Cost Structure

From the cost point of view we can see

that largest part of cost are represented by

cost of revenues. Cost for R&D are little

increasing, but in general they represent

significant level of total cost (company

which investments a lot of mony in

R&D). Other cost are at low level.

Liquidity/Cash Ratio

Google has better liquidity then Yahoo.

We can notice that there was some affect

of recession. Yahoo had bigger problems

with liquidity in year 2007, but now it is

improved.


Profitability/Operating Profit

Both companies has been affected by

economic downturn in year 2008. Google

clearly runs it’s bussines more effective

with better cost management.

Profitability/ROE

Google gain higher profitability level then

Yahoo.

Debt ratio

Google reflect lower debt ratio then

Yahoo. Google’s growth is organic, while

Yahoo took some measures to decrease

debt in 2008 (and converted some

coupons in stock).


6. What are the company’s key resource strengths and competitive capabilities? What

competitive liabilities and resource weaknesses does it have? What opportunities exist? What

threats to its continued success are present?

The best way to answer this question is by Google’s SWOT analysis.

Strengths Opportunities

• Large leader in the global search market

with more than 85% of the searches

conducted

• Leader in the global search advertising

market

• Superior search (relevant and objective

algorithems)

• Superior advertising algorithems nad

methodologies

• High brand awareness: users' trust with the

famous "Google it" (consumer trust)

• Significant infrastructure base

• Financial stability (low debt, large cash

reserves, exponential growth in revenues

and net income)

• Increase in internet users

• Increase in search advertising

• New market growth (China)

• Larger definition of search marketing

including new forms of advertising such as

some sorts of social media

• Increase in wireless subscribers worldwide

will embrace local mobile search services

by 2013

• Integration, strategic alliances and joint

ventures with suppliers

• Investments in R&D innovation (service

and interface for wireless)

• Market power in value chain

• User demand for convergance and

interoperability

Weaknesses Threats

• Interruption or failure of Google's services

• Competitor strategic actions (social

networks)

• Inability to hire or retain key people (high

cost of highly skilled people)

• Inability to scale operational processes

• Top management issues

• Lack of product integration

• Possible slowing of high revenue growth

• Privacy concerns

• Antitrust and Copyright infringement suits

against Google

• Increase global competition

• Disruptive innovations

• Internet security

• Open source's ecosystem threats

• Recession impacts on search marketing

and online advertising trends (global

economic slowdown)

• Foreign exchange risk


7. What recommendations would you make to Google’s top-management team to sustain its

competitive advantage in the search industry? How should it best capitalize on its strategic

initiatives in mobile search, cloud computing, and its auctioning system for traditional media

ads?

Here are some recommendations for Google:

1. Invest in R&D - Stimulate innovation

Constant search for improved algorithms and communications. Implement new innovation very

quick. Try new solutions with real people.

2. Search for strategic alliances (integration and interoperability)

Seek alliances with like-minded companies that promote open source standards. Extend the reach

of Goole’s search into the wireless sector (seek alliance with wireless network provider or create

a Google wireless network). Maybe seek alliance with Apple (combining iPhone, WiFi Network

and Google’s mobile search capability).

3. Mobile Operating System

Mobile industry is one of the important goal in Google strategy. Open platforms (devices,

services, networks and applications) are already in Google strategies.

4. Cloud Computing

Further improvement of Google’s web browser in a way of supporting cloud computing. Attract

Microsoft’s customers, first by Google search, well established services and then also with cloud

computing.

5. Manage the Google brand

Keep on avoiding marketing. Anticipate, support, expand user’s bond with the Google brand by

anticipating their needs, and developing tools that meet them. Allow users to have interactive

access and control over their own personal information, increasing its usefulness and building

trust in Google’s brand.

6. Support public education: critical issues impacting Internet access

Net neutrality, open access and interoperability across platforms is very important. Reduced cost

of personal training.

7. Invest also in internet security

Safe (without viruses,…) information, applications can become more and more important and

valued.

case+14+google+strategy+in+2008

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