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Organisation Background Briefly introduce your organisation in terms of name, the industry it operates within, products and servic

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Organisation Background Briefly introduce your organisation in terms of name, the industry it operates within, products and services, clients, suppliers, major competitors and competing products/services, major processes, ownership, key personnel and key

In this paper, you are asked to prepare a report on the Organisation Background. Briefly introduce your organisation in terms of name, the industry it operates within, products and services, clients, suppliers, major competitors and competing products/services, major processes, ownership, key personnel and key issues. 

Case Analysis; Google Company Overview

TASK 1: Organisation Background Briefly introduce your organisation in terms of name, the industry it operates within, products and services, clients, suppliers, major competitors and competing products/services, major processes, ownership, key personnel and key issues/challenges.

Sample Paper

Google

Company’s Background

Google began in 1996 when two research students Larry Page and Sergey Brin were still at Stanford. Their idea was to set some relationships between websites and ranking them based on the number of times that a key term was appearing in the different websites. The company began operating in 1998 as a privately owned company which later allowed the public to make investment. Ever since its first IPO, the company has increasingly been experiencing rapid growth which reflects on the 20,000 number of employees it has, $21 billion revenue it makes and the various roles it performs (Finkle 868).

Analyze Appropriate Internal and External Factors

The number of corporate philosophies that the company embodies can sum up its internal component. This philosophies fall in line with the roles that the workforce of the company should do and the culture they should exude. Google uses the internal environment to develop ties and to understand how the products will fair in the markets. This happens through consulting the employees on how they feel best the products falls in line with the company’s philosophies. The main external factor is the level of competition all of which Google has been able to do away with by differentiating its products. In other factors such as the legal environment, Google believes it can do well without having to be streamlined by a lawsuit (Strandvik, Maria and Christian 246)

Discuss Any Pertinent Secondary Research

In line with its mission statement, Google makes strategic alliances and acquisitions to improve service delivery to its stakeholders. The most notable acquisitions are YouTube and others such as Double click. In other capacities, the company has a corporate social responsibilities platform, which aims at improving its image.

Evaluate the Marketing Mix

Google’s marketing mix is a combination of differentiated and well created ideas that fall in line with its objective to focus on the needs of the users. Thus, the company relies on consulting with the customers by understanding that their needs are different hence, the products must depict this differentiation (Finkle 877).

Recommendations for Future Strategic Marketing Actions

As Kotler and Gary (89) note, in order to achieve the set future strategic marketing actions, Google could develop strategic ties with the existing companies such as the mobile and telecommunication companies. While marketing is still a viable avenue, Google could consider to develop broad product profiles that focus on production of gargets such as phones and computers. This move has been depicted by acquisitions such as Motorola.

 

 

Finkle, Todd A. “Corporate Entrepreneurship and Innovation in Silicon Valley: The Case of Google, Inc.” Entrepreneurship Theory and Practice 36.4 (2012): 863-884.

Google Inc.Case Study. The right Ads at the Right time.

Kotler, Philip, and Gary Armstrong. Principles of Marketing 15th Global Edition. Pearson, 2013. Print.

Strandvik, Tore, Maria Holmlund, and Christian Grönroos. “The mental footprint of marketing in the boardroom.” Journal of Service Management 25.2 (2014): 241-252.


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