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  • January 2010 (Revised April 2011)
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Google Inc.

By: Benjamin Edelman and Thomas R. Eisenmann
  • Format:Print
  • | Language:English
  • | Pages:21
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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

Digital Marketing; Business Model; Growth and Development Strategy; Network Effects; Mission and Purpose; Expansion; Internet and the Web; Information Technology Industry

Citation

Edelman, Benjamin, and Thomas R. Eisenmann. "Google Inc." Harvard Business School Case 910-036, January 2010. (Revised April 2011.) (Winner of ECCH 2011 Award for Outstanding Contribution to the Case Method - Strategy and General Management.)
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About The Author

Thomas R. Eisenmann

Entrepreneurial Management
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Related Work

    • February 2010 (Revised December 2010)
    • Faculty Research

    Google Inc. (Abridged)

    By: Benjamin Edelman and Thomas R. Eisenmann
    • September 2014 (Revised June 2017)
    • Faculty Research

    Google Inc. in 2014

    By: Benjamin Edelman and Thomas R. Eisenmann
    • September 2014
    • Faculty Research

    Google Inc. in 2014 (Abridged)

    By: Benjamin Edelman and Thomas R. Eisenmann
Related Work
  • Google Inc. (Abridged) By: Benjamin Edelman and Thomas R. Eisenmann
  • Google Inc. in 2014 By: Benjamin Edelman and Thomas R. Eisenmann
  • Google Inc. in 2014 (Abridged) By: Benjamin Edelman and Thomas R. Eisenmann
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