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Google Inc. - Case - Harvard Business School http://www.hbs.edu/faculty/Pages/item.aspx?

num=38347

Case | HBS Case Collection | 2011 (Revised from original 2010 version)

Google Inc.
by Benjamin Edelman and Thomas R. Eisenmann
Abstract
Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation.
Reviews Google's recent strategic initiatives and the threats they pose to Yahoo, Microsoft, and others. Asks what Google
should do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and
monetizing them through targeted advertising. Another option is to branch into new arenas, for example, build Google into a portal
like Yahoo or MSN; extend Google's role in e-commerce beyond search, to encompass a more active role as an intermediary
(like eBay) facilitating transactions; or challenge Microsoft's position on the PC desktop by developing software to compete with
Office and Windows.
Keywords: Online Advertising; Business Model; Growth and Development Strategy; Network Effects; Mission and Purpose;
Expansion; Search Technology; Information Technology Industry
Language: EnglishFormat: Print21 pagesPurchase
Citation:
Edelman, Benjamin, and Thomas R. Eisenmann. "Google Inc." Harvard Business School Case 910-036, April 2011. (Revised from
original January 2010 version.) (Winner of ECCH 2011 Award for Outstanding Contribution to the Case Method - Strategy and
General Management.)
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Google Inc. (Abridged)


Benjamin Edelman and Thomas R. Eisenmann
CASE | HBS CASE COLLECTION | 2010 (REVISED FROM ORIGINAL 2010 VERSION)
Describes Google's history, business model, governance structure, corporate culture, and processes for managing innovation.
Reviews Google's recent strategic initiatives and the threats it poses to Yahoo, Microsoft, and others. Asks what Google should
do next. One option is to stay focused on the company's core competence, i.e., developing superior search solutions and
monetizing them through targeted advertising. Another option is to branch into new arenas, for example, build Google into a portal
like Yahoo or MSN; extend Google's role in e-commerce beyond search to encompass a more active role as an intermediary (like
eBay) facilitating transactions; or challenge Microsoft's position on the PC desktop by developing software to compete with Office
and Windows.
Keywords: Business Model; Corporate Entrepreneurship; Corporate Governance; Organizational Culture; Organizational
Structure; Competitive Strategy; Search Technology; Web Services Industry
Citation:
Edelman, Benjamin, and Thomas R. Eisenmann. "Google Inc. (Abridged)." Harvard Business School Case 910-032, December
2010. (Revised from original February 2010 version.)
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About the Authors


Benjamin G. Edelman
Associate Professor of Business Administration, Marvin Bower Fellow
Negotiation, Organizations & Markets
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Thomas R. Eisenmann
Howard H. Stevenson Professor of Business Administration
Entrepreneurial Management
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