Strategic Management for Google

Google's Objective

Google began with the objective of creating the ultimate search engine to help people manage the Internet's untamed and continually growing repository of data. And most agreed that when the term "Google" became a verb, the mission had been successfully completed. It had been around six years after Google's initial public offering (IPO), and despite general stock market limits, Google remained strong. Despite the fact that the stock moved with the market, the firm gave much larger returns to its owners than it had previously. Creators Sergey Brin and Larry Page had built a massive enterprise that now confronted the challenges of continuing development and innovation. Synopsis of the Case

Google's Founding

Google was initially founded in a garage in 1998 by Larry Page and Sergey Brin, who were Stanford computer science graduate scholars, based on opinions generated in 1995. The term Google was chosen as a play on the googol, a mathematical name for the number one followed by one hundred zeros. It is thought that the name was appealing to the core founders because it was related to their mission of organizing an exponentially well growing Web. Discovered on $100,000 from Sun Microsystems, Brin and Page were on their path to developing an Internet engine giant. Google immediately caught the attention of the Internet industry for being a better search engine than its competitors, such as Yahoo! (Mellahi, 26).

Various Concepts and Challenges

In view of the management, Google's industry was made up of by rapid development and converging, and new and disruptive technologies. Google faced stiff competition in every aspect of its business, especially from companies that were after connecting people with information on the Web and enable them to access relevant advertising. Google faced significant direct and indirect competition from the traditional search engines, including Yahoo! Inc. and Microsoft Corporation's Bing. As much as Yahoo! was the first internet search engine to get widespread acceptance, it lost its dominance position to Google when Google introduced its superior internet search engine technology. Microsoft's failed efforts to buy Yahoo! in the year 2008 resulted in the introduction of Bing, its internet search engine, in the year 2010. Also, Google competed for vertical internet search engines and e-commerce sites, such as WebMD (for health queries), Kayak (travel queries), and (job queries). This is because they, like Google, were trying to attract users to their websites to search for product or service information, and some users may navigate directly to those sites rather than go through Google (Mellahi, 116).

Recommendations for Google

Google made much efforts to attract and retain its users of its own search and communication products and services. The majority of the goods and services offered to its users were free; hence Google did not compete on the price basis. Instead, the corporation recommended that it competed in this arena by the basic relevance and necessity of search results and its features, availability, and make it easy for the use of the Google's products and services. Neither Google's users nor its advertisers were locked into Google. For users, other internet search engines were mainly one click away, and there was no cost to switching internet search engines. Google's advertisers typically advertised in multiple places, both online and offline. The organization therefore recommended that it competes to attract and retain content providers primarily based on size and the quality of Google's advertiser form. Google's capacity to help these partners created revenues from advertising and the terms of the agreements. Due to 97% of Google's incomes were generated from advertising, this placed the company in a tight level if any advertising contracts were to dissolve or reduce in growth. However, Google had a reliant on strong brand recognition and brand identity (Hill, 211).

Alternative Recommendations

It is recommended that the future of the business is heavily depended on continued and unimpeded access to the Internet for both companies and its users. Internet access providers may be able to block, degrade or charge for access to certain Google products and services, which could lead to additional expenses and the loss of users and advertisers. Search engines, such as Google and Yahoo! Search, are more than just portals or information tools. This new environment is creating opportunities and challenges for businesses of every stripe.


In conclusion, more sophisticated ways of improving the quality of search results is to contextualize the search process through better tagging of Web pages (e.g., social tagging of pages; automated metadata extraction of context information) and developing improved understanding of the semantic links between words (i.e., schemas based on how each word relates to other words and information). In business tagging, users can attach tags showing the metadata about the specific content, such as a song, which are then used by the search engines to characterize those contents correctly. An emerging approach is contextual internet search engines, where the search engine works automated semantic analysis and refinement of structured and unstructured data and rich media relevant to the search query, and dynamically interprets the contextual meaning of the contents (Hill, 211).

Works Cited

Hill, Charles W. L, and Gareth R. Jones. Strategic Management: An Integrated Approach. Boston: Houghton Mifflin, 2008.

Mellahi, Kamel. Global Strategic Management. Oxford University Press, 2011.

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