Google and pepsico leadership case study Essay

Today, Google, Inc. is worth more than General Motors, McDonald's and Disney combined, and the company continues to model the way in the global technology industry in which it competes. In fact, the company's name has become a verb and it is common practice for consumers to "Google" what they want to find online. To determine how Google, Inc. reached this dazzling level of performance in a relatively short period of time, this paper provides an analysis of the three external environments in which Google competes, the general environment, the industry environment and the competitor environment. Next, a discussion of two specific strategic issues as well as opportunities and threats that are facing Google, Inc. is followed by a summary of the research and important findings in the conclusion.

Google Company is one of the global leaders in technology and in enabling people access information from the internet through their efficient search engines. Google immediately gained the attention of the internet sector for being a better search engine than its competitors (Wheelen, Hunger, Hoffman, & Bamford, 2015). This was after a tremendous effort in marketing their services and capturing a large market worldwide. However, there being so many risks and challenges in this line of business Google has had the urge to come up with new strategies so that they are able to overcome any challenge before them. The major problem that Google has

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The lack of research and development caused a major failure for Google’s entrance to France, Germany and Japan. Not partnering with a local entity led to unsuccessful bridging to cultural barriers which led to many mistakes.

All companies in the technology sector experience high costs associated with asset acquisition. Google operations require a continuous investment in information technology assets to handle additional traffic. For this reason, Google must continue to demonstrate a strong return on its assets,

GM has been around for over 100 years which has afforded them the time to use many various decision-making models. The various decision-making models that

Google is a multinational corporation that serves thousands of consumers worldwide. Through Internet related products such as Internet searches, maps, emails, mobile apps, and other online contents for users Google became the company it is today. Every employee of Google is different in his or her own way; making it a well-diversified organization similar to the global audience they serve. Google’s mission statement is to organize information from all around the world and make it universally accessible at a quick and orderly fashion. This means creating a search engine smart

Google faces the challenge of evolving management techniques as the company grows. As decision-making pervades all managerial actions and is a continuous process, Google practices characterize the strategic decision-making process of the company. In this new model, the decision-making process is guided by a powerful coalition acting as a team and also permits decisions to evolve through trial and error and incremental steps as needed, as Daft mentions (2007, p.299). Daft also affirms that this new process relies less on hard data as a basis of good decisions. This statement differs from what Goggle practices as mentioned on principle 9.

* In 2004, Brin and Page wrote a founders’ letter. It stated, “Don’t be evil. We believe strongly that in the long term, we will be better served—as shareholders and in all other ways—by a company that does good things for the world even if we forgo some short-term gains. This is an important aspect of our culture and is broadly shared within the company.”

Google’s organizational structure, like Zappos, is flat with low levels of management. Google encourages employees to take initiative without needing approval from multiple levels of managers. To inspire the spirit of innovation in its employees, Google came up with the 70-20-10 rule. Frenz (2013) states, “They have the freedom to spend 70 percent of their time on current assignments, 20 percent on related projects of their choosing, and 10 percent on new projects in any area they desire.” Employees have the freedom to set their own goals and change

Culture at Google – Has there not enough been spoken about the culture at Google?

Google’s organizational structure is less about control and meeting goals set by the company. The company is more focused on employees meeting the objectives that they have set for themselves. Google takes some aspects of the Laissez Faire style of leadership as all employees are given freedom to create and determine their own deadlines and ideas for projects. The managers act

In 1998, Stanford University graduates Larry Page and Sergey Brin combined their ingenuity and built a search engine called “BackRub” that evolved into what is now known as Google. Google, with over 150 domains, now functions as a search engine that offers many different products and services including web applications, advertising, sports scores, stock quotes, headlines, addresses, videos, etc. Google’s focus is “to provide useful and relevant information to the millions of people around the world as they rely on us (Google) to provide the answers they are seeking.”

Google’s strategy was to expand its reach into new international markets. In 2000, Google’s new search index that included a large collection of international websites was released, which acknowledged Google’s plan to expand into new international markets. Google’s revenue was increasing more because of its international income. Because of Google’s rapid rise and its dominance, there were concerns in several

1. About the ‘openness’, Google can take 3 motions- do nothing, lessen the openness, or modify the openness. If Google pose nothing to the current problems, there is high risk that the system may get marred or lose its competitiveness due to losing qualified developers. If Google tries to lessen the current system’s openness, it’s like losing its own competitive edge, and losing the company’s vision.