Google Business Strategies Essay

Executive SummaryThis report provides an analysis of Googles development of recent strategic resources, high-octane capabilities and core talent, Analysis of expertness test, Googles dexterity intro to compete in obtain related lookes and the positive impacts of Googles competencies towards its byplay model. Moreover, this report provides recommendations that Google are efficaciously able to utilise.IntroductionGoogle, a provider of multiple products and services, with the mission to organise the worlds randomness and make it universally accessible and useful, is the number unmatchable web search engine. Additionally, Google has an old online obtain service settle whose rivals include Amazon and eBay (Newth, F 2012). However, recently, in 2012, Google announced its adaption of a new paid model, where retailers were now starting to get charged. Moreover, the al-Qaedas discussed throughout the report allow for be grounded in Googles competency test, and its impact tow ards Google business model (Newth, F 2012). Googles development of new strategicresources, energizing capabilities and core competency Googles recent change of passing on costs, a fee, to online retailers who display their products on the Google online obtain site (Hartwig, J. I 2012), leave behind require Google to develop new strategic resources, moral force capabilities and a core competency.Firstly, underdeveloped new strategic resources to drill aside Googles new paid model (Hartwig, J. I 2012), will mean that Google will need to improvise on teaching Google employees currently working in the Google online obtain sector, to adapt to the new changes appropriately, through being educationally mentored on new policies, procedures and most importantly, advancing this new process in a sustainable way (Sullivan, J 2007). abject on to the development of dynamic capabilities, here, Google will need to efficaciously make changes towards the phoners internal and external organis ational skills, resources and functional competences muchover, reviewing the clubs strengths, as a result of adapting to the new change(Newth, F 2012), that is, the re positioning of Googles online shop paid model.This is a crucial change to develop, as vice president of product management for Google shopping, Sameer Samat, explained that byrepositioning to an all-paid model will increase further current data(Sullivan, D 2012) , hence, it will greater meliorate the shopping search experience for its customers. Additionally, Googles core competencies have already maked various competitive advantages for the comp any(prenominal), and as a result, Google will need to review their most valuable competitive advantage, and put emphasis on those advantages they have over other uniform companies, such(prenominal) as Amazon who provides an online shopping service (Sullivan, D 2012).Analysis of competency testReferring to appendix 1, a competency test of Google was completed, and is now expiry to be further analysed. Additionally, the competency test as completed was ungenerousd around three of Googles strategic assets, that is, their employees, Googles solid grime name and their unwavering customer posterior. It should also be noneworthy that the analysis for the business model impact will be discussed further in the report. The first strategic asset discussed is Googles experienced and knowledgeable employees. Google is the number one best company to work for in America, as voted by the companys very own employees (Sullivan, J 2007). Alongside this, Google acknowledges its employees by religious offering employees everything they need to get them focused on specific aspects such as creativity and innovation. Google also focuses on helping their employees have the correct breeding and resources in regards to their work (Sullivan, J 2007).Moving on, whilst providing to the employees work needs in every way possible, Googles quaint employees are als o provided with outstanding peck management practices, as a result of the companys use of the people analytics approach. Google training efforts arent the usual traditional tactics applied, Googles development efforts are decentralized meaning Google employees demonstrate ego directed training (Sullivan, J 2007). Along with self directed learning employees also demonstrate, continuous learning and development, and adapting to changes when needed, are key features that can be direct parallel to the core employee competencies at Google (Sullivan, J 2013). Moreover, when undergoing a VIRO test, to assess whether or not Googles employee dynamic capabilities can become a competency, as presented, Google employees pose three of the four characteristics valuable, organisation and rare.These characteristics are related to the employees competencies, as here, themain employees competencies include, information and gathering, where employees are able to locate and collect data from a medl ey of sources, whilst also analysing the data in order to prepare it into meaningful reports (Sullivan, J 2013). Another competency is business perspective, whereby employees use an understanding of the companys smothers, processes and outcomes in order to enhance Googles overall business performance. Additionally, Google employees manage important resources such as financial information, in order to achieve minuscule and long term goals (Sullivan, J 2007). Moving on, the next strategic asset is Googles industrial-strength fault name. Googles nock name is one of the most recognised brand names globally, and is one of the leaders in internet brands. In 2010, Google for the fourth part time was presented as 2010s world valuable global brand, close to major competitors such as Microsoft (Interbrand, 2010).Alongside Googles significant brand image, Googles strong infrastructure tie-up, another dynamic capability, is the base for providing new and advanced innovative products and services to end users that is consumers (McDermott, T). Here, the company brand name plays a sort of large role to add to Googles strong brand name, as the strong infrastructure base allows Googles new innovative products to gain a competitive advantage, hence take for its strong brand name visible(McDermott, T) . Moreover, like Googles employees, the companys strong brand name lies within similar VIRO test characteristics, such as , Valuable, rare and Imitability. Alongside these characteristics, Googles strong brand name competencies as presented in table one, have given Google the opportunity to enter in a wide variety of markets, and has produced a competitive advantage, as well as, making Google profitable for the company in both short and long terms(Tsai, M 2011).Additionally the last strategic asset for Google is loyal customer base. Googles dynamic capabilities in this case, refers to the companys strong customers based brand equity and Googles ability to create outstandi ng customer value. Starting with customer based brand equity, here Google utilises its customer brand devotion which is attached to many benefits for the company such as greater brand loyalty from users and an increase in Google usage (Bhasin, K 2011), just to name a few. Here, Google is able to command for increased price premiums and start out additional trade cooperation and support. To add, customer value and customer brand relationships are the foundation of Googles brandresonance, for instance, Googles search advertising has created a bankrupt fit between meeting potential customers needs and the relevant advisement. Hence focusing on these attributes has allowed Google to add these as one of their strengths towards the overall company (T. Y. Chan, C. Wu, Y. Xie 2011).Further more(prenominal), Googles loyal customer base VIRO test characteristics as presented in table one, makes Googles capability a true competency. In regards to this, the main reason it could be drawn upon that Google has a loyal customer base is through its ratings (Bhasin, K 2011). This can be seen through Google standing out as one of the fade search engine for users, hence the reason for such a large customer base, whilst beating Bing and Yahoo, other competitors in the same category (Bhasin, K 2011). Googles competency foundation to compete in shopping related searches An analysis of the competency test derives favourable outcomes for Google to more effectively compete in shopping related searches. Considering the fact that Google already has a exceedingly established reputation, it sets itself as the most used search engine for users, hence allowing Google to better compete in online shopping (Bhasin, K 2011).Googles high consumer awareness, strong market position and core employee competencies further contribute to their competitive advantages, resulting in a higher fall out of shopping-related searches. Referring to Googles online shopping transition to an all paid model, Google believes that by having a paid relationship, it can better ensure the quality of what it lists in Google shopping (Sullivan, D 2012). To add, Google also believes that it will provide more trustworthy information, which improves the shopping online search experience for both retailers and customers (Sullivan, D 2012). Overall, Google has the ability to utilise its competencies and competitive advantages in providing users with more out of their search engine, by working on making it easier for users to search and compare products whilst shopping online. In addition, by assisting shoppers to locate the best deals, theyre able to increase traffic to retailers in order for shoppers to easily find their sites (Sullivan, D 2012).The positive impacts of Googles competencies towards its business model Furthermore, as mentioned above, Google has the proper competency base to effectively compete in shopping related searches. As Google has the propermechanisms and competencies to comp ete, it brings alongside it positive impacts towards Googles business model. The positive impact of employee competencies at Google, include the positive attributes Google employees pose such as strategically working on intrinsic challenges on a daily bases, effectively gathering and impact appropriate information to further enhance Googles culture of innovation , having a rather unique business perspective and resource management have greatly impacted the companys business model (Sullivan, J 2007).Moreover, Googles strong focus on human capital and retention (Sullivan, J 2007), overtime, has given employees the opportunity to make a positive business impact towards the companys overall business model, such as their ability to execute their move into online shopping, whilst competing with other large online shopping companied such as EBay and Amazon. Moving along, like Google employees, the companys strong brand name also has a positive impact towards Googles business model, as Goo gles strong market position allows Google to be innovative with its offering products and services, which in the long term adds value for the company, through increased sales (T. Y. Chan, C. Wu, Y. Xie 2011).Googles outstanding recognition, through high consumer awareness, allows the company for more opportunities to seek, such as still being an effective competitor in the online shopping sector, though previous changes were put into place (Sullivan, D 2012). Overall, Googles strong brand names, and its competitive advantages such as the competencies as mentioned above, play an important role in positively impacting the companys business model. Similarly, like competencies from knowledgeable and experienced employees, and the companys strong brand name, Googles loyal customer base also has a positive impact.Googles recognition as the top search engine for online users (Interbrand, 2010) gives Google the opportunity for expansion, as its built customer base are more likely to become a continuous user of Googles product lines and services, if they are able to be correctly executed, such as Googles online shopping changes, that even though there were speculations (Morphy, E 2014), at once placed into action, it was a more effective way for users to and retailers to sell and buy products. Whilst creating value from Googles loyal base, in the long term, this largely impacts Googles overall companys business model, as this competency has created a competitive advantage (T. Y. Chan, C. Wu, Y. Xie2011) that even though other search engine companys may be successful, Google is still deemed as the most popular and most chosen by its users.RecommendationsPresented, are recommendations Google should effectively consider and utilise in order to stay competent, meet to its consumers need and moreover keep an overall positive impact towards the companys business model. Google is grounded in its culture of innovation however, with the increase of competition, Google will nee d to overcome this challenge. In order to preserve its culture of innovation as they grow, it is highly recommended that Google overlooks its employees competencies and re adjust some aspects, so employees are able to effectively execute any task given, in order to keep Googles innovations unique, and superior (Morphy, E 2014). Google should utilise appropriate dynamic processes that result in capabilities that adds to the strength of the company, in order to develop strong and positive competencies that support Googles unique business model. In turn, this will result in a competitive advantage that Google will be able to override its competitors.Moving along, in order to compete with competitors in the online shopping sector, such as Amazon and eBay, Google will need to effectively build onto its dynamic capabilities, by critically reviewing the strengths of their strategic assets, such as Googles strong name (McDermott, T). This can be done through promotional strategies and the c orrect use of their enormous brand recognition in order to allow Google to make chichi investments in terms of their retail efforts. Moreover, in regards to the Google online shopping site, in order to terminate speculation (Owen, V 2013) with Googles customer base, Google should provide search results that are in the best interest of consumers shopping online, not provide customised search results that only work in the best interest of retailers and advertisers.ConclusionIn conclusion, it is diaphanous that Google has positive competencies to contribute to the companys business model, as a result of Googles strategic assets, dynamic capabilities and its competitive advantages. Moreover, this has allowed Google to maintain its strengths, whilst allowing for greater opportunities for growth and expansion.ReferencesBhasin, K 2011, The 20 Brands -The Most Loyal Customers, Viewed twenty-fourth March 2014, http//www.businessinsider.com.au/brand-loyalty-customers-2011-9?op=1 .Hartwig, J. I 2012, Google Shopping Preparing for Paid Listings Viewed 5th April 2014, .Interbrand 2010, Interbrand Releases 11th Annual Ranking Of The ascorbic acid Best Global Brands, viewed 20th March 2014, McDermott, T, 2004, Defining Google, Viewed 18 March 2014, . Morphy, E 2014, Google Can traverse Data, But Can It Handle Actual Shoppers?, Viewed 28th March 2014, Newth, F 2012 Strategic Management and contrast Models A Modular Approach, Business Expert Press, 1st edition, pp.80.Owen, V 2013, Sellers Hit By Google Chargers, chance(a) Mail, United Kingdom. Sullivan, D 2012, Google Product Search to Become Google Shopping, Use Pay-To-Play Model Viewed 20th March 2014, Sullivan, J 2007, Google, journal of Workforce Management, vol.86, issue 20, pp.42. Sullivan, J 2013, How Google Is Using People Analytics to Completely Reinvent HR, Viewed on March 25th 2014, http//www.tlnt.com/2013/02/26/how-google-is-using-people-analytics-to-completely-reinvent-hr/ . T. Y. Chan, C. Wu, Y. Xie 2011 , Measuring the Lifetime Value of Customers Acquired from Google Search Advertising Marketing Science, vol.30, issue 5, pp.837-850. Tsai, M 2011, A Grounded Theory Study On The Business Model Structure Of Google, International Journal Of Electronic Business Management, vol.9, issue 3, pp.231-242.