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MGMT1020 Management Decision Making

   

Added on  2020-05-11

7 Pages1882 Words123 Views
Running head: MANAGEMENT DECISION MAKING 1Management Decision MakingNameInstitution
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MANAGEMENT DECISION MAKING 2MANAGEMENT DECISION MAKINGQ1: Google Strategy Google’s individual goal formulation stresses its customers focus. In the Google’s IPOdocuments, the Google’s founders posited: “Our goal is to develop services that substantiallyimprove the lives of as many people as possible. In the pursuit of this goal, Google couldundertake things which the Company believe have positive impact on the world, even when thenear-run financial returns are never apparent. In the Google’s 2005 Annual Report, the Companystated; they are devoted and committed to serving the users with the best feasible experience(Cusumano, 2016). The statement continued and indicated that what such a customer service entails isexplicated more precisely in the Google Mission statement: to organize the information of theworld and make such information accessible as well as useful universally. Yet, the Company’sswift as well as seemingly chaotic growth has engaged an array of diversification initiatives.Among them remain consistent with the Company’s mission like Google Book Search, whichentails the digitization of a huge share of the global books, and the Google’s search enginemobile version. Some of the Google’s diversification, however, are never directly connected to thecompany’s focus on the organization as well as provision of access to information. Such include;(i) selling ads in the magazines, television and newspapers; (ii) ushering a suite of the onlineoffice software the company is selling for the small portion of the price of the Office ofMicrosoft; (iii) offering the e-mail service also known as the Gmail; (iv) provision of freeGoogle WiFi; (v) development as well as acquisition of software for scheduling as well asmonitoring radio advertisements; (vi) entrance into the online video sharing, for example, the
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MANAGEMENT DECISION MAKING 3acquisition of YouTube in 2006 November at 1.65 billion dollars; and (vii) entrance into the in-game advertising by acquiring Adscape in 2007, January. The driving force behind such Google’s initiatives seems to be the Company’s desire forthe exploitation of Google’s core resources as well as capabilities. Particularly, the position ofGoogle as the global dominant search engine (Google has fifty-seven percent of the global totalinternet searches) implies that the traffic volume via the Google’s website provides the Companyan enormous market access potential. Google’s dominance of the online advertisement beinggreater than percent of the United States online advertising revenue similarly provides Google apowerful position in the whole advertising industry. Google’s incentive for expanding past the search engine business are further strengthenedas well, by the Company’s enormous capacity for the acquisition of other firms, as evidenced bythe 2 major resources: Google’s eleven billion dollars cash mountain besides Google’s one-fortybillion dollar market capitalization. The vivacious, entrepreneurial corporate culture alongsidethe Company’s human resources (who are renowned for their energy, technical skills as wellcommitment) alongside the Company’s capabilities for the informal collaboration providemarvelous potential not only for the generation of novel initiatives but also for the integration ofsuch initiatives as well as acquired business alongside technologies within the Company’sprevailing business system. Q2: Can Apple sustain its leadership in this market? Apples’ sustainable competitive advantage must stem from software and the firm needsto utilize their market share as the key shield. In the absence of more innovation, the companywill be flirting with catastrophe. The Apple (NASDAQ:AAPL) is just everyone, from other techgiants to the small startups gunning for them. In the face of all these, the company has succeeded
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