Revenue Drivers and Overview of the Strategies at Google Term Paper

Revenue Drivers and Overview of the Strategies at Google - Term Paper physical exertionGoogle with it revenues reported at $3.21 billion for the quarter ending at December 31, 2006, an increase of 67% compared to the quaternate quarter of 2005, this company is fast growing with its philosophy of delivering more than what is expected. Google on its expansion spree in the international front has led them to gain access to new partners and growing, thereby delivering targeted and measurable ads. Positioning helps a company create a perception in the minds of the target audience in the market amidst its competitors. Google s positioning comes across evidently in the philosophy of focusing on their end drillr by using simple interfaces protecting the privacy of the individual and having advertising restricted only ones relevant to the search. The capability to customize Google in over 100 languages shows their continuous improvement in the quality of service fashioning Google more ac cessible for a variety of people. 1. Target Audience Google is a high-quality service which can be availed by anybody who is seeking information that can be accessed from anywhere. They instanter have broadened their target segment by introducing customized homepages in several languages. 2. Defining the service The Company believes in providing its audience with an experience redefining the way individuals, businesses and technologists use the Internet. The service examines a whole host of web pages to return relevant information of ones search. ...From Images to phone amount to airline flight info to categories in the Open Directory to a spell checker to translating web pages, Google makes a perfect search engine sometimes even categorizing adult content.3. Target Audience perception The millions of users now perceive life to be a Google query.4. Competitive positioning Custom libraries created by Google help them cut reduce their cost by about 50% thus making them more product ive than their closest competitors uniform Amazon, eBay, Microsoft, and Yahoo. As a result of its superior technology systems, competitors need to spend 4 times as much to catch up.