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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.”
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
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
Strategic Analysis: Google
$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?

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Strategic Analysis: Google

  • 1. Strategic Analysis Google (GOOG)
  • 2. Presented By Josh Schumacher Charity Thomas Frieder Mack Jennifer Bell
  • 3. “To organize the world’s information, and make it universally accessible and useful.”
  • 4. 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
  • 5. 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.
  • 6. 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.
  • 7. 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
  • 9. $900 million Ad Agency Holding Company deal – Google (represent 20% of world media) has exclusive 3rd largest search rights customer of Google Competitors
  • 10. Business Level Strategies Should we compete? What are we good at? How do we compete?
  • 11. Corporate Strategies What business are we in? Where do we make money? What should we be in?
  • 12. 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.
  • 13. 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”
  • 14. 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
  • 15. 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
  • 16. Search Engine Market Share Google 49% Yahoo 24% MSN 10% Others Ask AOL 9% 3% 6%
  • 17. 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%
  • 18. Stock Growth vs. Industry vs. DJ Market