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1. INTRODUCTION

Dans le cadre du cours de Stratégie, la production de la présente monographie a comme but d'analyser une problématique stratégique réel, en utilisant les outils étudiés en class.

La monographie analyse la stratégie de Google, société internationale américaine du marché internet, et, en particulier, les ambitions de la société dans le secteur de la téléphonie mobile, avec le lancement du téléphone ùGoogle Nexus One» en 2009/2010.

Le choix de la problématique stratégique à analyser à été influencé par l'intérêt ...

L'objectif de la monographie est de souligner les points clés de la stratégie de Google et de identifier ce qui a fonctionné et ce qui n'a pas fonctionné, en intégrant d'une part les éléments du cas réel et de l'autre part les éléments de théorie appris durant le cours de stratégie.

En effet, le lecteur aura l'occasion de comprendre les particularités de l'opération stratégique mise en œuvre pas Google et, en même temps, de saisir les bases théoriques qui supportent les choix stratégique de la société.

La monographie est organisée en quatre parts principales: d'abord, on commence l'analyse de Google par une partie d'introduction sur la société, qui vise à présenter les activités de l'entreprise et à donner les informations essentielles à comprendre les parties suivantes, dédiées à l'analyse stratégique. La deuxième partie est dédiée au diagnostique stratégique, qui se focalise sur l'analyse de l'environnement, de la capacité stratégique et de l'intention stratégique de Google. La troisième partie est, à l'envers, pleinement consacrée à l'analyse du choix stratégique de Google et, donc, à l'analyse du lancement de Google Nexus One sur le marché des téléphones portables.

Enfin, dans la dernière partie de la monographie, on résume les conclusions relatives à l'analyse et on rédige quelques recommandations qui on considère importantes afin d'améliorer la stratégie adoptée par Google.

Il faut quand même souligner que l'étude si présente est limitée à l'analyse de la stratégie de Google par rapport à ses ambitions sur le marché de la téléphonie mobile. En effet, il aura été impossible, dans une recherche de dimensions limités comme la notre, de réaliser une analyse significative sur la stratégie globale de Google.

2. PRESENTATION DU GROUPE

2.1 Le groupe Google

Google Inc. est une des plus imposantes sociétés américaines du marché internet, fondée le 27 septembre 1998 dans la Silicon Valley, en Californie, par Sergey Brin et Larry Page, les créateurs du moteur de recherche Google.

Le mot Google dérive du mot ùgoogol», terme mathématique pour indiquer 1 suivi par 100 zéros. Le nomme reflète le volume immense des informations qui existes et le périmètre de la mission d Google: organiser les informations du monde entier et les rendre universellement abordables et utiles.

Aujourd'hui Google est le premier moteur de recherche sur internet, utilisé par 80% d'internautes américaines et avec plus de 1.000 milliards de pages web indexées en 2008, ainsi que le parc serveurs plus important du monde, avec 1,8 million de serveurs en 2009 contre 400.000 en 2006.

Google est aussi considéré une des premières entreprises américaines et mondiales par rapport au chiffres d'affaires - 23,650,563 milliers en 2009. En 2004, Google a été introduit en bourse et aujourd'hui est coté au Nasdaq.

Le groupe, dont le siège mondiale, le Googleplex, est implanté à Mountain View en Californie, est sous le direct contrôle de Eric Emerson Schnmidt, le PDG de l'entreprise, Sergey Brin, le directeur technique, Larry Page, le directeur produits, et George Reyes, le directeur financier.

Google est décliné en plus de 150 langues.

2.1.1 Histoire

Google naît de l'idée de deux étudiants - Sergey Brin et Larry Page - de l'Université de Stanford, une des plus prestigieuse universités américaines, qui a eu entre ses élèves célèbres aussi David Filo et Jerry Yang, les fondateurs de Yahoo!.

En janvier 1996 Brin et Page commencent à travailler sur un nouveau moteur de recherche, qui, à travers l'analyse des relations entre les sites web, devrait offrir des résultats meilleurs par rapport à Altavista, le seul moteur de recherche internet à l'époque.

Pour concrétiser leur travail, ils achètent un téraoctet1 de disque dur, afin de créer une base de donnée et, pendant que Larry Page s'occupe de cette installation sommaire du moteur, Sergey Brin commence à rechercher des financeurs.

Le premier financeurs est Andy Bechtolsheim, un des fondateurs de Sun Microsystems, qui leur signe un chèque de $100,000 pour financier le moteur de recherche, mais c'est surtout grâce à l'aide de familles et amis, que les des deux entrepreneurs arrivent à obtenir $1 million pour fonder la société. Google Inc. est effectivement créé en septembre 1998, et comportait, à l'époque, seulement 3 personnes: Brin, Page et Craig Silverstein, aujourd'hui directeur de Google Technology.

A partir de janvier 1999, la presse mondiale commence à s'intéresser de ce nouveau moteur de recherche et des ses performances nettement supérieures à celles d'Altavista; en effet, le choix technologique de Google est décrit par Le Monde comme ùtrès efficace à l'usage».

L'avantage principal de Google, par rapport à son concurrent direct, est la mise en évidence des mots-clés dans le contexte d'une phrase pour chaque lien, alors qu'Altavista fournit seulement les liens eux-mêmes. En août 1999, après avoir terminé la phase de test du logiciel, Google atteint les 3 millions de recherches quotidiennes.

A ce point là, la stratégie de Google est de pénétrer de nouveaux marchés, comme l'Europe et l'Asie, et de gagner d'importance aux yeux du monde entier; effectivement, à la fin du 2001 le moteur de recherche est déjà décliné en 26 langues.

En octobre 2000, Google signe un partenariat avec Yahoo! et il entreprendre la voie de la publicité ciblée2 en fonction des mots-clés. La même année, la barre d'outil Google (Google Toolbar) est proposée en tant qu'un objet optionnel pour les deux navigateurs web principaux, sous forme d'extension pour Mozilla Firefox, et d'un plugin pour Internet Explorer.

En mars 2001, Eric Schmidt est nommé président et après PDG de Google. Six mois plus tard, le 4 septembre 2001, Google obtient l'homologation de son brevet relatif à PageRank, l'algorithme d'analyse des liens concernant le classement de pages web utilisé par Google pour déterminer l'ordre dans lequel les résultats de recherche seront fournis.

  1. téraoctet: est une unité de mesure en informatique, mesurant la quantité de données = 1012 octet
  2. publicité ciblée: politique marketing consistant à choisir des populations et produits sur lesquels concentrer l'effort de l'entreprise

Google est donc devenu une entreprise d'importance mondiale, pour son succès et sa croissance exceptionnelle.

2.2 Le portfolio des services en ligne

La recherche a était le point de départ de Google et c'est encore le cœur de ce que l'entreprise fait aujourd'hui. Cependant, à partir du 2002, Google a commencé à diversifier ses activités, en proposant nombreux services en ligne, avec l'intention d'acquérir un positionnement de leadership aussi sur ce type de marché.

Les plus importants services en ligne développés par Google

Le premier service en ligne proposé par Google en 2002 est Google Search Appliance, qui permet aux entreprises de se connecter à leur réseau informatique et de bénéficier des fonctions de recherche sur les documents internes. Se premier service en ligne pour les professionnels est suivi, en 2006, par Google Apps, un vrai site web au service des entreprises, qui met en ligne une série d'applications - Gmail, Google Talk, Google Agenda et Google Documents - qui permettent aux entreprises de profiter d'une garantie de sécurité et de conformité dans la messagerie électronique.

Le 1er avril 2004 Google propose Gmail, un service de messagerie électronique propre de l'entreprise avec une capacité initiale de 1 giga, doublée l'année d'après. Cette capacité est totalement inédite, par rapport à la capacité de MSN hotmail, 2,000 fois inférieure. En plus, elle a la capacité de détruire complètement la concurrence des intermédiaires des logiciels, comme Outlook, qui était utilisés pour stocker les messages. Avec Gmail commence, donc, l'ère de la messagerie email en ligne, qui aujourd'hui compte - pour le seul Gmail - plus de 176 millions d'utilisateurs.

En février 2005, Google lance en linge Google Maps, un de ses produits les plus populaires, avec la nette intention de pénétrer dans le monde de la cartographie numérique. A partir du 2006, Google Maps n'est pas plus limité aux Etats-Unis, Canada et Royaume-Uni, mais les régions disponibles s'élargissent à couvrir le monde entier, et le service commence à fonctionner comme localisateur des téléphones portables et des GPS. Quelque mois après le concept de Google Maps est repris et amélioré par Google Earth, qui intègre la topographie en relief et la vue sous-marine.

En 2006, Google propose un service en ligne dédié à la finance, Google Finance, qui permet de suivre le cours d'actions et de devises, à peut prêt sous la même méthodologie de Yahoo! Finance.

En 2009, Google annonce son intention à développer Google Wave, une application web qui mélange les notions de services de courriel, de messagerie instantanée, de wiki3 et de réseautage social, associé avec un correcteur orthographique et un traducteur instantané.

2010 est l'année du premier smartphone, le Nexus One, dont cette monographie a le but de présenter les choix stratégiques.

2.3 Acquisitions significatives

2.3.1 YouTube

Le 9 octobre 2006, Google a racheté YouTube pour $1,65 milliards en nouvelles actions; celle-ci est la deuxième plus grande opération d'acquisition de Google, après le rachat de DoubleClick en 2007 pour $3,1 milliards.

3 wiki: site web dont les pages peuvent être modifiées par tous ou une partie des visitateurs du site.

L'acquisition de YouTube représente un rachat historique pour Google, qui normalement acquiert des start-ups pour des sommes modestes. La décision de Google de racheter son concurrent est très simple: YouTube détient 46% du marché des plates-formes de diffusion de vidéo et les analystes estiment que l'entreprise devrait atteindre 1,7 milliard de revenus en 2010. Grâce à cette acquisition, Google peut donc acquérir une position dominante aussi sur le marché de la vidéo.

Selon les termes de l'accord, YouTube a, quand même, conservé son nom, son indépendance et 67 employées, dont les fondateurs Chad Hurley et Steve Chen.

Eric Schmidt, PDG de Google, quelque jour après l'acquisition, a déclaré: ùNous sommes ravi d'avoir finalisé l'acquisition de YouTube, et de pouvoir enfin entamer une collaboration dont le but d'offrir au public le meilleur en terme de qualité de service et de contenu». Du même avis est aussi Chad Hurley, PDG de YouTube, qui a affirmé que l'entreprise est prête à profiter pleinement des synergies qui vont naître de l'union entre YouTube et Google et que, dans les mois à suivre le rachat, seront proposés de nouveaux services.

2.3.2 Android

En juillet 2005 Google a racheté Android Inc., une petite start-up qui s'occupait de développer des logiciels pour les téléphones portables, pour une somme non révélée. L'acquisition de Android par Google a représente le moment à partir du quel sont commencé les rumeurs concernant l'intérêt de Google vers le marché de la téléphonie mobile, car, effectivement, Android est un système d'exploitation portable, qui utilise une version modifiée de Linux.

Un porte-parole pour le géant de la recherche a déclaré, quelque mois après le deal: ùNous avons acquis Android à cause des ses ingénieurs doués et de la grande technologie de l'entreprise. Nous sommes ravis pour les avoir ici.»

Android a été utilisé par Google pour son premier smartphone, le Nexus One.

A partir de mars 2010, Google a acquis 63 sociétés. La majorité des sociétés acquises par Google est basée aux états-Unis et, à son tour, un grand pourcentage de ces sociétés est basé dans ou autour l'area de San Francisco.

Google has made a number of important acquisitions in the mobile and voice space, especially in terms of snapping up the mobile advertising firm AdMob which will give Google a leg up in mobile search advertising.

2.4 Les chiffres clés

En 2009, Google a réalisé une chiffre d'affaire de $24 billions, $2 billions en plus par rapport au résultat de l'année précédente.

Schmidt said that 60,000 handsets using Google's Android operating system are shipping every day

AsMobileCrunch points out, that's 5.4 million handsets per quarter, or 21.9 million per year. By contrast, Apple sold 8.7 million handsets in its most recent quarter.

Schmidt also said that the rate of shipments has nearly doubled over the last quarter.

This would seem to confirmearlier projectionsfor Android to become the No. 2 mobile operating system by 2012.

"There are 26 devices with 59 operators, in 48 countries, in 19 languages so far and it's just the beginning," Eric Schmidt said at the Mobile World Congress in Barcelona, Spain.

"Obviously, the growth rate is accelerating and we hope that this growth rate will continue for very long time," he added.

Although Android's share of the US smartphone market is relatively small, it has doubled in the past year to 3.5 percent in October, recent data showed.

2.5 La culture de Google

Google a connu un développement incroyable depuis sa création en 1998; toutefois, l'entreprise est réussi à conserver l'ambiance informelle de petite société qu'elle avait au début, dont les variations joueuses sur son propre logo sont un indicateur. En plus, en 2007 et 2008, le magazine Fortune a situé Google au somment de la liste du cent entreprises les meilleurs pour travailler.

La majorité des employés préfèrent, par exemple, déjeuner ensembles à la cantine, plutôt que sortir de l'établissement pour aller déjeuner en petits groups aux restaurants proches du bureau; rester à la cantine avec les collègues des divers départements représente, en effet, l'occasion idéal pour discuter des différentes projets ou sujets traités par les équipes de la société.

Effectivement, le top management de Google affirme que: ùNotre engagement à innover en permanence dépend de notre capacité à créer un environnement où tous les googleurs peuvent librement partager leurs idées et opinions. Chacun d'entre eux doit pouvoir apporter sa pierre à l'édifice et participer à diverses initiatives».

La philosophie d'entreprise de Google inclut aussi des principes informels comme: ùVous pouvez faire de l'argent sans faire le mal», ùVous pouvez être sérieux sans un costume»et ùLe travail devrait être stimulant et le défi devrait être amusant».

La politique d'embauche de Google est focalisée surtout sur le compétences, plutôt que sur les expérience des postulants et elle interdit toute type de discrimination. L'aspect cosmopolite de l'équipe de Google - des dizaines de langues sont parlées par les employés de Google dans les bureaux de la société dans le monde entier - respect l'image des utilisateurs du moteur de recherche du monde entier.

Quand Google a été introduit en bourse, en 2004, l'idée générale soit de la presse soit des analystes était que la culture de la société aurait subi des changements importantes, à cause, d'une part de la pression des actionnaires pour la réduction des avantages de salarié et, d'autre part, à cause du nombre des salariés devenus millionnaires. Toutefois, avant l'introduction en bourse Larry Page avait affirmé que: ùNous sommes en train de penser à la façon pour conserver notre culture et ses éléments amusants. Nous partageons tous des bureaux. Nous aimons ce jeu de bâtiments parce qu'il est plutôt semblable à une cité universitaire qu'un parc de bureaux typique de banlieue».

En effet, un ans d'après, en 2005, beaucoup des sources - parmi eux aussi le New York Times - ont commencé à suggérer que Google n'avait pas perdu sa philosophie d'entreprise. En 2006, dans l'effort de maintenir la culture unique de la société, Google a désigné un Officier de Culture, nommé aussi Directeur de Ressources Humaines, qui doit développer et conserver la culture et le travail dans une manière que puisse correspondre aux valeurs fondamentales sur lesquels a été bâti la société, c'est-à-dire un environnement collaboratif et une orientation commerciale.

3. UNE DIAGNOSTIQUE STRATEGIQUE

3.1 Analyse de l'environnement

3.1.1 Le macro environnement

L'analyse du macro-environnement permet de identifier et définir les facteurs globaux qui influencent, ou vont influencer en future, le macro-environnement dans lequel Google évolue. Afin de déterminer quelles sont les influences structurelles dans l'environnement de Google, on utilise le modèle PESTEL, qui les répartie en six catégories: politiques, économiques, sociologiques, technologiques, écologiques et légales.

Politiques

§ ...

Economiques

§ ...

Sociologiques

§ ...

Technologiques

§

To see this vision take shape, Schmidt said that it is vital the global mobile industry has the software and the networks to come together to make optimal use of bandwidth available and not have capacity wasted in the signalling. "We need to move from the 1pc of people who use 70pc of the mobile bandwidth to make it useful for 100pc of users

"We have been testing 1Gbps networks on an open net neutral basis. We actually believe it is important for operators to be able to deal with too much capacity because right now wireless networks have too many constraints.

Schmidt said that the future of mobile is also the future of banking and finance. "It is our strategy to encourage the banking community to embrace mobile, it will help bring banking to the millions of unbanked people in developing countries. The work is currently being done by mobile operators - the correct credit card should be your mobile phone. There is so much information and it is much more useful. If you had a mobile banking app that is authenticated and tied to the banking system, for example.

"Operators around the world have done trials. The banking system is under a lot of attacks for other reasons. I would suggest a strong lobbying campaign for this because it strikes me as a perfect example of the marriage of technology. Mobile operators have the best billing relations and are the most efficient billing systems - we would be happy to help them."

Ecologiques

§ ...

Légales

§ ...

CONCLUSIONS

The traditional mobile phone market is a big one, resistant to change. It works by rolling out confusing services and devices. Customers are forced to extend their contracts in order to get the latest device.

Google is now a key player in mobile telephony, and it is taking some steps that are deeply disruptive. In the United States, anyone can buy a Google Nexus One phone from theGoogle Web site. The idea is that a person buys a Nexus One and uses it on the networks Google supports. Note that this is not the carriers that support Google, but there is a deal of some sort in place.

Google positions the Nexus One device as similar to theAppleiPhone. On the surface, the Nexus One looks like a competitor to Apple, but upon a closer look, Google seems to be taking the position that the more phones out there with the Android operating system, the more developers will code for the gizmo. And the more developers, the more applications will be available. Google, therefore, is priming the Android pump with Googley indirect method, not the top down, ramrod approach of the traditional mobile phone company.

PARLARE DI ANDROID!!

Google is making the Android operating system an open source software offering. In tough financial waters, what mobile device maker can resist a "free" operating system? NotHTC, the manufacturer of the Nexus One. Even more enticing is that Google wants to leave the gatekeeper role to other parties, a tactic that clearly avoids the Apple approach. Apple decides which apps get into the Apple App Store. Google exercises minimal control.

The Android operating system allows a mobile phone company an open source toolkit. Open source software, despite some drawbacks, provides manufacturers and developers with considerable freedom. Did I mention that the Android system, as I write this, costs nothing? In today's financial climate, manufacturers and developers can enjoy a low-cost respite.

Android allows more developer freedom than some of the alternatives. For example, if a developer wants to use Windows Mobile 6.5, the cost and technical baggage issues must be considered. RIM provides an operating system, but some technical requirements and costs keep BlackBerries in check. Other options exist but are unwieldy (Symbian), without sizzle (Palm OS) or closed (Apple iPhone OS).

Apple has some enterprise business, but at its core, Apple is the champion in the consumer sector. RIM's BlackBerry has an enterprise focus but is working overtime to gain a share of the consumer market. RIM, unlike Microsoft, can lose in the enterprise and be left with a sliver of the consumer mobile market. Nokia is fighting financial demons. Palm is not a factor in North America. If Apple enters the enterprise sector, RIM may be road kill, not Google.

In the enterprise, Android could-note the conditional-become one more weapon in Google's enterprise arsenal. Developers can get started by navigating to the Android Market page and following the link for developers (android.com/market). The applications range from Bonsai Blast to Data Viz's Documents to Go.

Google is putting a number of puzzle pieces in front of enterprise prospects, to see how those different pieces will be assembled and if anyone cares about what third parties create. The feigned indifference is part of Google's shtick. The Android, the Nexus One and the other enterprise components constitute a significant change in Google's assault on the telephone markets and on the enterprise.

Google's open source play positions Google away from the "lock in" software popular in the enterprise sector. Apple, Microsoft and RIM are in the proprietary software business. Google positions itself as a good outfit, giving customers an alternative. I think Google and its meh strategy is betting on "pull" marketing, not "push" marketing.

Google may be in a can't lose situation. If developers jump on the Android operating system, the squabbles about the Apple approval processes and handcuffs are reduced to some degree. If organizations with a Google Search Appliance and Google Maps want to develop custom software, Google's approach delivers freedom, control and lower costs. Lots of "ifs," but Google can bet on meh. Apple, Microsoft and RIM cannot.

The real plus for Google, though, is time. When new employees are hired, some of them will bring their expectation that enterprise systems work like Google. Companies like RIM that are well known may not have the resources to keep pace with what independent developers create around Android and other Google services. Google need only make it easy for Google phones and Google services to interact. The Good Technologies' support of Android is an important step. But corporate Google can take its time.

The key to success for Google is to let the data arrive. Where there is activity, Google will provide additional resources. Apple has a different model. RIM must fund support for its consumer push and defend its enterprise business. Microsoft may become a factor, but time might be running out after so many misses in the mobile sector. Google's meh tactic is disruptive, and it may set the stage for a reworking of the enterprise market more quickly than Google can disrupt the Apple-influenced consumer market.

With the recent launch of the Nexus One, HTC Desire, and Motorola Droid, things are certainly looking positive for Google's Android mobile platform.

Everywhere you turn there seems to be yet another handset manufacturer joining the cause, and with the freshly-announced HTC EVO 4G grabbing well-deserved column-inches the world over, 2010 is shaping up to be the year where Android truly asserts itself as the portable OS of choice.

However, despite these highly encouraging signs there's a massive flaw in Google's strategy which could undo all the hard-earned success accomplished so far: fragmentation.

Like Apple's iPhone firmware, Android has been revised and updated since its initial launch in 2008. At the time of writing the most advanced version is 2.1, which shipped with the Nexus One in January. However, a staggering percentage of Android handsets remain on a much lower version of the software.

Why fragmentation is hurting Android

You may wonder to yourself if this splintering of the Android market is really that much of a problem; after all, the underlying OS is the same so surely it's just a case of missing out on irrelevant extras, such as the rather self-indulgent Live Wallpapers offered by the Nexus One?

Sadly this couldn't be further from the truth. Those Android users with 1.5 phones are missing out on the new-look Android Market (which adds better navigation and the ability to view screenshots), expanded voice-search capability, text-to-speech functionality and better management of RAM-intensive applications - as well as numerous other improvements.

What's more, many new Android applications are built around the 1.6 operating system or better, so 1.5 users are unable to use such programs as Google Googles, the new-and-improved Google Maps and several other cool apps.

In fact, it could be argued that anyone not running 2.1 is missing out - the recently released Android edition of Google Earth requires the very latest variant of the OS to function, which means it's only currently accessible to a small percentage of total users.

This segregation essentially creates an underclass of Android users who are currently missing out on all the big developments on the platform, and in the long-run that can only harm the future of the system. The future of Android

If you're looking at jumping into bed with Android soon then the obvious advice is to stick with Google's own handsets, such as the Nexus One. Because it's running stock Android it is guaranteed to get vital updates first.

Phones such as the HTC Desire and HTC Legend may look stunning but they're running HTC's proprietary Sense UI on top of Android 2.1, so there's nothing to say that these devices won't follow the fate of the HTC Hero and be lumbered with the same operating system for the next 18 months.

Google needs to work together with manufacturers to ensure that the software they create can be updated quickly and easily.

In fact, it would be better for Android if manufacturers were forbidden from tinkering with the Android source code altogether, although this is unlikely to happen as firms like HTC, Motorola, and Sony Ericsson want to ensure their Android-based phones stand out from the competition, and software is an obvious means to that.

No handset maker is going to be content to run the same software as their rivals: they quite rightly wish to differentiate their products from the crowd in order to gain an identity. Sadly, this is an issue which is always going to be present while Android relies on third-party manufacturers to produce compatible handsets.

Google has gone to great lengths to assure Android users that every currently available handset is going to be updated to 2.1 at some point - even the lowly G1 will be getting the latest software, albeit without some of the more advanced features.

However, the time scale for this hasn't been satisfactorily explained and the recent delay in upgrading the Motorola Droid to 2.1 hardly engenders confidence.

The fact that Android handsets are increasing in power with each year is naturally creating a situation where Google is adding in elements to the OS which require a powerful CPU so some fragmentation is unavoidable, just as is the case when Microsoft releases a new version of Windows which will only run on the latest PCs.

This fact makes some degree of market splintering in inevitable, but Google has to work together with handset makers to ensure that those customers who jump ship from the iPhone don't end up becoming disenchanted with Android's disjointed landscape and end up returning to the more structured world of Apple.

This is great news for us, the consumer. Android is stable, powerful and now it even runs Flash (I got a sneak peek of Flash running on a Motorola handset here at the show. It crashed). It's even better for the manufacturers, as - unlike Windows Mobile - Android is free. It's also open, so the phone makers can tweak it and trick it out as much as they like.

One of the criticisms of Android is that it is already fragmenting into various ghettos, and software made for one handset may or may not work on another. This is true even of the central Android Marketplace. But this is to miss the point of Android. Geeks like you and me will be buying the cutting edge Droids and Nexus Ones and loading them up with applications.

But the general consumer doesn't care. They just buy the phone and get apps from either the handset maker or their carrier (if they add apps at all). They probably don't even know they have an "Android phone".

The real customer for Android? It's the handset manufacturers. They have been given a customizable, powerful and actively developed OS, and they get it free. Better, they can put in on any device they like. And this is what Microsoft is up against with its fussy new Windows Mobile 7, which has the cheek to specify minimum hardware requirements. Forget about the iPhone. Microsoft is in a death-match with Google and its free OS.

The Google Android product has grown quickly for a few reasons, none of them likely to be matched. The first is that the software is open source and, unlike proprietary software from firms like Apple, is easy for developers to work with. In addition, Google has such a large developer base that the legions have added features and functions to Android quickly-at no cost to Google.

Google also does not charge carriers to use Android, a departure from the Microsoft product. The Apple and Palm OS products are proprietary.

Google did almost everything right with Android and it has borne the fruits of that great cost to the competition.

PESTEL

L'analyse de PESTEL permet donc de conclure que les influences structurelles de l'environnement (variables pivots) capables d'influencer significativement aujourd'hui, et de plus en plus dans le future, la structure de Google sont:

3.1.2 Le modèle de 5(+1) forces de la concurrence

Le modèle de 5(+1) forces de la concurrence de Porter consent d'évaluer l'attractivité d'une société, dans notre cas le leader dans le marché du moteur de recherche internet, en termes d'intensité concurrentielle. Il faut donc définir la structure de l'industrie, à travers la définition des six forces de la concurrence, qui ont la capacité d'empêcher à une entreprise de construit un avantage concurrentiel et qui peuvent limiter son degré de liberté stratégique: l'intensité de la concurrence entre les acteurs déjà en place (concurrents directs), la menace de substitutes (concurrents indirects), la menace d'entrants potentiels, le pouvoir se négociation des acheteurs, le pouvoir de négociation des fournisseurs et, enfin, le rôle de l'Etat.

  • § L'intensité de la concurrence entre les acteurs déjà en place (concurrents directs)

About 40 percent of BlackBerry users would rather have an Apple iPhone and one-third have their mind set on Google's Nexus One as their next smartphone purchase, according to a recent study by Crowd Science.

The Crowd Science survey also found that users of Google's smartphone rivaled iPhone users in terms of brand loyalty. Both groups registered at 90 percent for those who plan to continue with their current brand with their next phone purchase.

On the other hand, the study says only 32 percent of BlackBerry users plan to continue with the smartphone.

The interest in smartphone upgrades falls in line with forecasts about the mobile marketing industry, a new sector consisting of advertising and social media business strategies directed at users of the mobile web.

A recent study by Juniper Research found that the the mobile marketing industry will exceed $12 billion in spending by 2014

Apple is returning to letting customers buy the iPhone without a contract, a leakedmemomay have confirmed today. Those willing to buy an iPhone 3G or 3GS at full price will purportedly have the freedom to do so at a US store without having a new or existing AT&T plan. The sales would discourage bootleggers only by keeping the phones locked to AT&T and one phone per day.

Why Apple would relent at this stage isn't known but may be influenced at least partly by Google's attitude to theNexus One. While AT&T's deal with Apple could prevent a truly unlocked iPhone at this stage, the terms essentially mirror that for the Android smartphone, where buyers are encouraged to pay full price in return for control over when they end service. Apple has often resisted any implied support for hacking and unlocking iPhones but may be reaching out to an audience that would normally avoid Apple due to AT&T's requirements.

The news has come just as Google has begun sellingAT&T-ready Nexus Onesand is on the verge of offering both Sprint and Verizon editions, leading to further speculation that Apple wants to provide equal pricing where possible.

Bootlegging was a concern mostly with the first generation of the iPhone, when US- and Europe-only sales led gray market importers from China and elsewhere to buy the phones in large quantities and resell them overseas. China, Russia and other popular destinations for these phones now have their own official agreements and sometimes sell completely unlocked versions.

Once partners, now rivals, the competition between Apple and Google has intensified over the last few months. In January, Apple CEO Steve Jobs said Google's "don't be evil" mantra was "bullshit" andcast aspersions on Adobe Flashfor being buggy. Earlier this month, Apple filed alawsuit against smartphone maker HTC, a close partner of Google, alleging that HTC violated several patents related to the iPhone hardware and interface. Some industry watchers construe Apple's lawsuit as an indirect attack on Google, whose Android OS powers HTC's latest phone Nexus One.

But Jobs and Google CEO Eric Schmidt haverecently been seen in public together, and the iPhone still utilizes Google services like Maps, indicating that the relationship between the two companies is not completely severed.

For Google, that's a future that can directly threaten its revenue stream, since Google's business model is built on the openness and anarchy of the public internet.

"Strategically, it is not in Google's interest to supplant an existing platform with a new one," says Coté. "The way Google makes its revenues is with the web completely open. If Apple starts controlling access to content then it would make it very difficult for Google to find ways to insert itself into the system."

Google has avoided making the phones running Android into a BlackBerry killer. One has to look hard to find evidence that Google is targeting the enterprise market. The coyness is not fooling me, and I don't think it is fooling the (BlackBerry's)Research in Motion(RIM) engineers either. Google's seeming lack of interest in pushing Android into the enterprise is another Googley strategy. Playing coy can be a nattering problem. That too is disruptive because Google is mounting a push in the enterprise and not spelling out how the Android fits into that particular puzzle.

And Apple,Palm, Microsoft, RIM andNokia? Uncertainty, and uncertainty sets worry in motion. Those outfits like to slug it out in the market. Apple and Microsoft spend millions insulting one another in commercials crafted like eggs from the House of Fabergé. Not Google. That company is just dumping puzzle pieces in front of customers, developers and integrators. The approach says, "Have fun. We'll check back with you later." Nothing could be more removed from the "I'm a Mac. I'm a PC" school of marketing.

  • Smartphone traffic has jumped from 35% to 48% from since February of 2009. This has mostly been due to app use on iPhone and Android.
  • MIDs may still be at the bottom but they had the strongest growth, now accounting for almost 1 fifth of all AdMob's traffic this February. The iPod Touch was leading this charge, and is responsible for the vast majority of MID traffic.
  • iPhone OS is still growing - from 33% to 50% over the last year.
  • Symbian use is falling off, from 43% to 18% in the same period.
  • Android pushed up slightly from 22% to 24%. This didn't have much to do with the Nexus One at all - it was mostly down to the Droid, which tops the chart for Android traffic. Nexus was at the rear of the pack, with only had around 1% of Android traffic.
  • Android too was creating a bit of a buzz at MWC, a fact Schmidt acknowledged noting that over 60,000 handsets a day with the OS were being flogged by handsetvendors, a 100% increase over last quarter. Also impressively, and a blow to Intel and Nokia's claims that they will create the world's first truly open and cross platform OS, Schmidt told the audience Android now ran on no less than 26 different devices.

  • La menace de substitutes (concurrents indirects)
  • La menace d'entrants potentiels

Mobile World Congress 2010 is drawing to a close, but we've seen loads of great new phones and gadgets

We like thePuma phone. It's not weird as such, but it does have a foot in "out there" territory. The Puma brand isn't one generally associated withmobilesso to make sure it sticks out, they slapped a solar panel on the back.

Gimmicks aside, it's a capable phone with sports features like a pedometer and GPS. The latter will help you track your run as you search for a patch of sunlight to keep the Puma charged.

The phones for the elderlymarket is growing by the year, hence the Sagem Cosyphone made its appearance at Mobile World Congress. However, it's not the big buttons that get this mobile its place on this list.

The Cosyphone usesnear field communicationtechnology to let you swipe the phone over magic shortcut cards to call certain people. You could put one behind a photo of each of your loved ones to make yourphonelook like its got a mind of its own. Weird, creepy, but kinda cool too.

Huawei World Cup dongle

A world without the Internet would be a desolate place. A day without it is bad enough. Huawei's new World Cup 3G dongle will let you get online wherever you go, but it doesn't half look odd.

It's shaped like a football, although we think it looks more like the Death Star out of Star Wars. It splits into to reveal the USB socket that plugs into your computer. So, it's totally impractical as half of the football's volume is empty space. Definitely one for football nuts only. (Picture credit:Electric Pig)

  • Le pouvoir de négociation des acheteurs it took Apple (NASDAQ: AAPL) 74 days sell one million units of the original iPhone back in 2007. Google, meanwhile, has sold only about 135,000 Nexus One units, according to Flurry.
  • And you can't blame Android for the Nexus One's anemic sales, since the Google-backed mobile OS has proven a winner in phones by other companies. In 74 days, for instance, Flurry said Motorola (NYSE: MOT) sold 1.05 million Droids.

    "We add[ed] the Motorola Droid as a point of comparison, and because it's the fastest selling Android phone to date," Farago said.

  • Le pouvoir de négociation des fournisseurs
  • Le rôle de l'Etat

On peut donc représenter graphiquement les six forces concurrentiels, décrient auparavant, à travers l'hexagone sectoriel. Cet outil, qui attribue un poids à chaque force concurrentielle sur une échelle de 1 à 10, consent de visualiser les principales caractéristiques concurrentielles dans une industrie et permet, donc, de déduire quels sont les facteurs clés de succès (FCS) que la société - Google - maîtrise et qui sont essentiels pour obtenir un avantage concurrentiel.

Les facteurs clés de succès dans l'industrie de moteur de recherche sur internet, qui peuvent être déduits de l'analyse précédent, sont:

3.1.3 Les groupes stratégiques

Les groupes stratégiques, au sein d'une industrie, réunissent les organisations dont les caractéristiques stratégiques sont semblants, c'est-à-dire qu'elles suivent des stratégies comparables ou qu'elles s'appuient sur les mêmes facteurs de concurrence.

Dans l'analyse suivante on a fait référence aux majeurs concurrents de Google, et donc aux majeurs moteurs de recherche mondiales.

La première chose à faire, afin de définir les divers groupes stratégiques dans l'industrie de moteur de recherche sur internet, consiste à déterminer les deux axes les plus caractéristiques du secteur. A notre avis, on peut identifier les axes suivants étant les plus importantes dans le secteur:

3.2 La capacité stratégique de Google

3.2.1 Ressources et compétences

Google's dominance as a search engine and advertising network gives it both money and clout. The company's free, open source Android operating system is targeted at mobile phones and has already become popular with smartphone makers such as Motorola, HTC and Sony Ericsson. Separately, Google is planning to release Chrome OS, a new operating system for netbooks and tablets based on the Chrome browser.

3.2.2 La chaîne de valeur

The real story is perhaps less sexy than a sleek iPhone killer that so many techies would love to see compete with Apple, but it's a sign that Google CEO Eric Schmidt has learned his lessons about competition over a lifetime in the tech industry.

What Google is trying to do is gradually reel in Apple over a period of years by emphasizing open phones with open application stores sold through a variety of channels running an open-source operating system. And, for good measure, it's also trying to do nothing less than reinvent the way mobile phones are sold in the U.S.

In order to do that, Google is going to have to do two things. It will need to show that consumers are willing to embrace a distribution channel for smartphones that is not controlled by wireless carriers, who will never give up their gatekeeper role over access and pricing of these phones if they are not forced to do so by customer demand. And it will have to continue to create compelling mobile software that serves as a check on the iPhone.

With T-Mobile and Verizon on board for the Nexus One launch, all appears rosy between Google and those partners, who even though Android was a free product were essentially the end customers of that software up to this point. But make no mistake: Google's ultimate goal is to create a business plan where top-notch Android phones are created by companies like Motorola and HTC and then sold through a virtual mall of sorts where carriers like T-Mobile and Verizon have to compete for your business.

Indeed, in the same report referenced above, Om Malik's sources claim that behind the scenes, Motorola and Verizon are annoyed as they were expected to be leading up to the launch of the Nexus One. That's because Google's plans for the Nexus One and future Nexus One phones involve cutting out the heart of the smartphone market.

At the moment, the carriers cut three-way deals with the phone makers and operating system vendor to sell phones exclusively on their network, hoping to get the best phones on the market as to entice as many people as possible to sign up for two-year contracts with data service. What Google is proposing is a business model in which you pick a phone and then separately pick a carrier, all without having to leave your house.

In other words, it would be like buying a PC. Comcast doesn't have an exclusive deal with Dell where if you want one of their PCs, you have to get it from Comcast and lock yourself into a two-year cable modem package. It means wireless carriers would have to compete on pricing and the quality of their networks rather than exclusive deals for hot phones.

oogle argues this is what caused the PC-based Internet to flourish, and if the mobile Internet is to do the same thing, it needs someone to break the logjam of carriers, phone makers, and software providers.

But will it work? After all, at the moment Google is sort of doing exactly what decries: it's offering an excellent phone through an exclusive channel tied to a single carrier. Later this spring the Nexus One will be available on Verizon's network, but it's harder to sell unlocked CDMA phones (Verizon's technology) because they don't use removable SIM cards found in phones based on the GSM family of standards. So that phone might well be tied to a two-year Verizon contract, and While the world may have gotten very excited about the potential for a Google Phone, what Google actually unveiled Tuesday was plan for a new smartphone world order.

MOUNTAIN VIEW, Calif.--Forget about the Google Phone already: the Nexus One is merely a blip on Google's long-term strategy for the rise of mobile computing.

One could be forgiven for assuming Google was about to knock over the smartphone market--two and a half years afterApple did just that--with one quick blow going into Tuesday's Android event with a phone designed by Google and sold at retail by Google. After all,that's what the Internet saidwould happen leading up to the event.

But what actually emerged from Building 43 on Tuesday is just another Android phone: a nice one, to be sure, but one featuring hardware designed completely by smartphone maker HTC and software features that will soon be available to other Android phones with advanced hardware, like the Droid. The real story is perhaps less sexy than a sleek iPhone killer that so many techies would love to see compete with Apple, but it's a sign that Google CEO Eric Schmidt has learned his lessons about competition over a lifetime in the tech industry.

What Google is trying to do is gradually reel in Apple over a period of years by emphasizing open phones with open application stores sold through a variety of channels running an open-source operating system. And, for good measure, it's also trying to do nothing less than reinvent the way mobile phones are sold in the U.S.

In order to do that, Google is going to have to do two things. It will need to show that consumers are willing to embrace a distribution channel for smartphones that is not controlled by wireless carriers, who will never give up their gatekeeper role over access and pricing of these phones if they are not forced to do so by customer demand. And it will have to continue to create compelling mobile software that serves as a check on the iPhone.

Google is certainly proud of the Nexus One. But it didn't build the phone, which, in any event, is at best a modest improvement on the current generation of Android phones.

According to a source familiar with the process, the Nexus One was designed by employees of One & Co., a San Francisco design firm acquired in 2008 by HTC. Andy Rubin, vice president of engineering for Android at Google and leader of the project, later told GigaOm that "there are no hardware or industrial designers on my team". Leading up to Tuesday's event, widespread reports claimed that Google had designed the Nexus One by itself, and while the company may have specified hardware requirements to go with its software, that's not the same as designing the phone.

So while Google is not making its own hardware,as Rubin maintained back in October, it will eventually be doing the second thing he claimed Google wasn't doing that day: competing with companies it formerly considered customers.

With T-Mobile and Verizon on board for the Nexus One launch, all appears rosy between Google and those partners, who even though Android was a free product were essentially the end customers of that software up to this point. But make no mistake: Google's ultimate goal is to create a business plan where top-notch Android phones are created by companies like Motorola and HTC and then sold through a virtual mall of sorts where carriers like T-Mobile and Verizon have to compete for your business.

Indeed, in the same report referenced above, Om Malik's sources claim that behind the scenes, Motorola and Verizon are annoyed as they were expected to be leading up to the launch of the Nexus One. That's because Google's plans for the Nexus One and future Nexus One phones involve cutting out the heart of the smartphone market.

At the moment, the carriers cut three-way deals with the phone makers and operating system vendor to sell phones exclusively on their network, hoping to get the best phones on the market as to entice as many people as possible to sign up for two-year contracts with data service. What Google is proposing is a business model in which you pick a phone and then separately pick a carrier, all without having to leave your house.

In other words, it would be like buying a PC. Comcast doesn't have an exclusive deal with Dell where if you want one of their PCs, you have to get it from Comcast and lock yourself into a two-year cable modem package. It means wireless carriers would have to compete on pricing and the quality of their networks rather than exclusive deals for hot phones.

Google argues this is what caused the PC-based Internet to flourish, and if the mobile Internet is to do the same thing, it needs someone to break the logjam of carriers, phone makers, and software providers.

But will it work? After all, at the moment Google is sort of doing exactly what decries: it's offering an excellent phone through an exclusive channel tied to a single carrier. Later this spring the Nexus One will be available on Verizon's network, but it's harder to sell unlocked CDMA phones (Verizon's technology) because they don't use removable SIM cards found in phones based on the GSM family of standards. So that phone might well be tied to a two-year Verizon contract, and Verizon confirmed Tuesday that it won't be sold anywhere other than Google's store.

But Rubin said during a question-and-answer session following Tuesday's event that Google has to be in the game before it can start shaking up the market. He linked the potential for this type of strategy to the same revolution that took place in retailing, with companies like Amazon.com proving that people were willing to buy products over the Internet without checking them out in stores first. That allowed companies like Amazon to eliminate the overhead associated with maintaining a physical retail store and consumers to have more flexibility with their spending.

In a way, the strategy behind the Nexus One is very Googly: launch early and iterate constantly. Schmidt's previous gigs at Novell and Sun Microsystems showed him what could happen when innovative companies were slowly subsumed by determined competitors with deep pockets (Novell versus Microsoft) and open software married to cheap hardware (Sun versus Linux). This time, he's marrying both in an attempt to remake mobile computing in Google's image by taking on Apple and the wireless carriers.

Don't expect Google to sell a ton of Nexus One phones in 2010. Rubin told GigaOm he thinks the company can sell 150,000 this year, which is a fraction of the 1.8 billlion smartphones that Pyramid Research recently said it expects will be sold over the next five years.

Is Google too distant from normal customers to understand that a non-direct approach to a consumer market may not generate sales? Engineers and gadget hounds may find the Google approach appealing, but technologists make up a small percentage of the market for mobile devices.

In a release, Research and Markets noted that report highlights include: Google already sees more search performed using handsets than PCs in developing countries. Since the launch of its Android platform, over two dozen device manufacturers have committed to it. Shipments of Android phones exceed 60,000 devices a day and have doubled over the last quarter.

The company, whose name represents number one followed by a hundred zeros, has been morphing into a global communications behemoth, recently gaining a prominent role in the ever expanding world of wireless communications via Android, Nexus One, and its acquisition of AdMob, a mobile advertising play. Google's chief objective in the wireless world is to radically change the rules under which wireless services are designed and offered.

Google's ability to execute on such a multi-pronged strategy, will determine the fate of its grand vision. In light of Android's increasing rate of adoption by wireless carriers (48 operators) and device makers (26 OEM3) as well as the launch of Google's first mobile device, Nexus One, Google's disrupting role will be increasingly felt in the market.

If executed successfully, Google's strategy can have far-reaching implications for makers of wireless devices as well as wireless telecom carriers.

The suite of communication services offered by Google will impact telecommunications, e-commerce, office applications, and wireless broadband industries. An equally important development has been Google's business practices that aim to raise barriers to entry for existing and potential competitors. For example, processing search queries at the speed of light has been possible with the help of Google's billion-dollar investments in data processing centers. Immediate questions that arise are whether Google will be able to execute on its grand communications strategy and what kind of reaction it will spur from various competitors. So far the response has been more cooperative than counter competitive measures, evidenced by the growing adoption of the company's products in the wireless sector.

Sure, Google's been pursuing traditional business models so far, and it's making money from the Android Market for apps for the Android mobile operating system, and it's selling its own branded smartphone, the Nexus One. But the Internet giant certainly knows advertising - a full 97 percent of its revenue comes from ads, and iSuppli thinks pursuing a strategy of working with the mobile value chain rather than against it, it can bring that expertise to bear.

"During the past three years, Google has continually targeted the mobile communications industry with a series of initiatives," said Jagdish Rebello, director and principal analyst at iSuppli, citing its free Wi-Fi network in Mountain View, Calif., the free Android OS, and open-access support.

Like much of the rest of the mobile value chain, Google is seeking to uncover new user behavior patterns and to drive social networking services through the promotion of cloud storage and computing, mobile advertising, and a variety of location-based services. All of the free Google offerings are driving toward this goal.

"While all the facets of this multipronged strategy will not be successful, it is clear that Google is pushing toward the strategy of monetizing mobile search by leveraging its leadership in Internet search with relevant location-based services and mobile advertising," Rebello said. "iSuppli believes that if the company executes this strategy correctly - by working with and not against the rest of the mobile value chain - the wireless industry will be well positioned to unlock the next trillion dollars of value by the end of this decade."

Take, for instance, the integration of many of Google's popular Web-based services and cloud computing/storage applications with the Android OS, as well as the synchronization of a user's e-mails, contacts, calendar and other information with smart-phone devices.

Google also has encouraged the adoption of the Android operating system among device OEMs, mobile operators and application developers by creating an ecosystem where everyone benefits. While OEMs pay no licensing fee for incorporating the Android operating system and have the capability to customize the User Interface (UI) to their own specific requirements, the application developers and mobile operators split the revenue from the sale of downloaded applications at a ratio of 70:30. This is a variation from the present industry norm, where application developers evenly split revenue with the operating system platform provider.

"The beauty of Google's navigation initiative is that its offering, while free, will result in profits via mobile search and advertising," Rebello said. "These moves by Google are intended to drive the increased use of mobile searches and prompt new social networking behaviors that leverage cloud storage and mobile advertising. Given its overwhelming dominance in the Internet search application market, Google is now poised to leverage its search capabilities with Location Based Services (LBS) to drive mobile search results targeted at the location of the mobile consumer. Clearly, Google's strategy is to expand into areas where it has a competitive advantage due to its dominance in search and advertising. This, coupled with mobile advertising and mobile commerce, has the potential to unlock tremendous value for the mobile user and to drive new revenue opportunities for Google."

Because o

Googletook a unique approach to retailing the Nexus Oneby launching its own online service to sell the device directly to consumers. Thepurchase of both the hardware and carrier service takes place at a newGoogle Web storeusing a Google account and a Google checkout account. The service was designed to simplify the billing process and bring together several carriers in one location. Verizon Wireless, T-Mobile and Vodafone are the first three carriers Google has gotten on board.

The carrier-neutral approach to mobile phone buying is gaining traction asplaces like Best Buy and Wal-Mart increase their options, but there is a lot to be said for being able to test-drive a new device before purchasing it. That's clearly the biggest difference between brick-and-mortar stores and Google's online option. It could also be the case that consumers aren't comfortable buying hardware from Google online, whereas they might be with their carriers. While consumers don't always enjoy their experiences buying from carriers, they are used to it. Google, on the other hand, is asking consumers to engage in a new buying experience for a phone that has confusing options in service plans attached to it.

3.3.3 La SWOT

Partnerships

Lors du lancement duNexus One, Sanjay Jha, le directeur de la division mobile deMotorola, avait indiqué que certains de ses smartphones seraient vendus exclusivement en ligne dans la boutique de Google. Cela devrait donc commencer par un modèle sous Android estampillé Google et fabriqué par Motorola.

Le dirigeant l'a confirmé lors de la présentation des résultats financiers du constructeur américain. Rappelons que Motorola a prévu de lancer 20 smartphones Android cette année en segmentant son offre par pays et par marché. Le groupe semble confiant dans sastratégie centrée sur Android, fort des 2 millions d'exemplaires deDroid/Milestoneet Cliq déjà vendus.

En revanche, rien n'a filtré sur la configuration de ce smartphone fabriqué pour Google. Il pourrait peut-être s'agir, comme Google l'a évoqué, d'un modèle avec clavier physique, destiné à concurrencer lesBlackBerrysur le segment professionnel

DIVERSIFICATION:

on Friday 2/4/2010 confirmed via a press statement that it has purchased privately held San Francisco-based online video platform start-up Episodic that allows its customers to stream live video content on the web

Google expanding its influence over the web further As per market analysts, who are keeping close watch on Google's acquisition spree, believe that the company is quite determined to spread its influence on the web as much as possible.

Earlier this year Google's CEO Eric Schmidt had declared in an interview that the company intends to buy at least one company per month. Back in November, he had said that the company has funds of over $22 billion sitting idly in its bank account, which it plans to use for buying important and useful start-ups.

By doing so, Google will be importing talented engineers to its side, who will be helpful in the development of newtechnologyand products.

SALES STRATEGIE

Flurry did note that the Motorola Droid benefited from Apple's early efforts to sow the seeds of consumer interest in smartphones; that Droid is on Verizon Wireless, a much larger carrier than Google's own primary partner, T-Mobile; that Motorola launched a $100 million ad campaign to push Droid; and Droid came out ahead of the holiday shopping season, while the Nexus One debuted afterward. And perhaps most critically, Google opted to only sell the device through its own Web site, rather than in stores like the iPhone or Droid.

"Google Nexus One may go down as a grand, failed experiment or one that ultimately helped Google learn something that will prove important in years to come. Apple's more vertically integrated strategy vs. Google's more open Android platform approach offer strengths and weaknesses that remind us of PC vs. Mac from the 1980's," Farago wrote.

But could those figures be exactly what Google wants? If you're looking for mainstream consumer numbers along the lines of an iPhone, BlackBerry or even a Palm Pre, then yes, you want to have your product available in locations where consumers actually shop," he toldInternetNews.com. "But that's not been Google's approach. Google is trying to create a new sales channel. So it's finding that it's relatively slow going at first. In terms of unit sales for a high-end smartphone, that's not bad."

Greengart has repeatedly compared Google's marketing -- limited to a few links on its home page -- to Amazon's aggressive marketing of the Kindle, which is everywhere if you visit the e-commerce giant's site. He believes Google is trying to walk a tightrope of prodding the wireless carriers into supporting Android wholeheartedly without putting them off.

"It could be one of the goals of the Nexus One is Google wants to insure carriers don't offer lowest common denominator [Android] product, and one way to do that is put some competition out there and offer high-end devices. That may pressure carriers for something comparable so they don't lose their highest-value customers to a different sales channel," he said.

Verizon does have the Motorola Droid and HTC Eris, but not all Android phones are as impressive. Google "may be more interested in influence than sales numbers, keeping carriers honest by offering phones comparable to the Nexus One," Greengart said. "But if they push too hard, carriers might abandon Android."

Reports have emerged that Google is seeking to rectify its marketing strategy by releasing versions of the Nexus One which will work on two important North American 3G networks - AT&T and Rogers Wireless - which it had inexplicably been incompatible with.

The idea, supposedly, behind Nexus One was that Google merely wanted to show us the future: phones that could work with any carrier and didn't require you to be beholden. Right now, though, it doesn't want carriers to throw prima donna hissy-fits and refuse to enjoy the multifarious benefits of the Android system.

The Nexus One, of all products, screamed out for emotional attachment. Here was a category in which look, feel and image count for a lot. Yet by sticking toits online-only model of sales, the company didn't put it in enough people's hands and didn't inspire people at the emotional level to want it in their hands. Was this because Google really, really didn't want to sell too many Nexus Ones, or because the company doesn't have the knowledge, the confidence, the judgment, or the process to create something to make that happen?

Google is great at many things. This doesn't mean it's great at everything. The commercial world is full of products that might have wonderful characteristics, but terrible advertising. There are many products with wonderful distribution, but terrible advertising. It takes inspired creative people, risk, judgment, investment and a feel for people's minds and souls to create a campaign that attaches itself to people's hearts and then slips a little lower into their pockets.

Google could have chosen to inspire people with the astounding, indispensable machine that is the Nexus One. It didn't. Was it really because it didn't want to sell too many? Or might it have been because it didn't know how? And if Google really didn't want to sell too many Nexus Ones, why does it keep asking me to buy one?

A comparison of these sales figures has some questioning whether there was much demand for the Nexus One phone or more broadly the Nexus One ideology (unlocked, open source). At first glance, one could attribute the difference to marketing (web only vs. media blitz) and/ or distribution strategy (in-store, online, kiosk, etc. versus web only) but in my opinion, these figures are not comparable for one key reason and that'sbusinessstrategy.

Google made it clear prior to the launch of the Nexus One handset that Google would be happy if they sold 120,000 units in 2010. So in Google's eyes, the Nexus One offering was a success. But why would Google shoot only for such a small percentage of the 2010 smart phone sales (especially since the Nexus One has arguably the best all in inclusive hardware offering)? My guess is because Google is studying the mechanics of the cell phone industry, customer needs and behavior, distribution, on-line sales support, and building an effective infrastructure to accommodate all of these things.

Verizon (Motorola Droid) and AT&T (iPhone) already have vast amounts of experience supporting the cell phone industry (or lack thereof). Why would Google take a chance on blitzing the media with Nexus One advertising and risk not having an effective infrastructure to support the product offering (especially since the Nexus One was their first product offering in this type of capacity). Google has multiple handsets out in the wild already which run the AndroidOperatingSystembut Google does not provide or supply end user support, distribution, or in broader terms take complete ownership over the product offering. My guess is that Google "quietly" released the Nexus One as a means to learn about their new role and once they were comfortable (learned from their mistakes) and concluded what they built was scalable, then go ahead with an aggressive marketing campaign and release the device on multiple carriers both domestic and foreign.

With this said, Google has released or announced the release of the Nexus One on other carriers over the last couple of weeks. At the same time, I have seen a much more aggressive web based advertising campaign. My guess is that Google has reached their comfort zone and is now ready to wage war against other smart phone devices.

Customer satisfaction is as much an art as it is a science. The question now is, has Google acquired enough talented artists and provided them with the appropriate canvas to express their artistic abilities? My guess is we'll see over the next 12 months.

Google Strategy

Profitable Innovation.Google is having trouble making money from anything but search, which is why, he says, hardly a week goes by without word of another Google innovation. "Last week it was Google broadband. This week it's Google TV.

Google makes its money not from advertising that creates demand but from advertising that directs demand. It does it brilliantly. It has used its brain power to extraordinary effect. But it's a very rational brain power

Why the switch to mobile platforms

Google chief executive Eric Schmidt has predicted a major shift of advertising revenues from the fixed web to mobile platforms, in a similar way that print revenues switched to the internet.

The change will happen because mobile advertising can be more precisely targeted, making it more effective, Schmidt said in a keynote at Mobile World Congress in Barcelona.

"The reason is that we know more about the person [using the mobile]. For a start, we know where they are," he said, referring to the fact that many handsets carry GPS and other location technologies.

http://fortunebrainstormtech.files.wordpress.com/2010/03/chart_ws_stock_appleinc-033.png

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http://www.fonehome.co.uk/2010/02/top-weird-and-wacky-phones-and-gadgets-of-mwc-2010/

http://www.nzherald.co.nz/compute/news/article.cfm?c_id=1501832&objectid=10626820

http://www.sfgate.com/cgi-bin/blogs/techchron/detail?&entry_id=57345

http://www.google.com/hostednews/afp/article/ALeqM5gx-HLZnKgVBiWIsNLZIZaUk4-1hw

http://www.thelatestnews.in/80000-units-of-the-nexus-one-were-sold-for-one-month/32331.html

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http://www.ubergizmo.com/15/archives/2010/02/only_80k_nexus_one_phones_sold_in_the_first_month.html

http://www.gpsandco.com/articles/article.php?cat=article_pda&id=436&p=2

http://www.siliconrepublic.com/news/article/15300/comms/google-embarks-on-a-mobile-first-strategy-schmidt-says

http://whitehatfirm.com/news/mobile-world-congress-google-is-stepping-up-its-ambitions-in-the-mobile/1607.html

http://www.tgdaily.com/mobility-brief/48473-google-mobs-mobile-world-congress

http://blog.connectedplanetonline.com/unfiltered/2010/02/17/mwc-is-googles-schmidt-genuine/

http://www.lesechos.fr/info/hightec/020324974123.htm

http://www.businessmobile.fr/actualites/technologies/0,39044306,39712618,00.htm

http://www.wired.com/gadgetlab/2010/02/mwc-2010-the-year-of-the-android/

http://247wallst.com/2010/02/16/android-gets-more-legs/

http://www.informationweek.com/blog/main/archives/2010/02/google_reduces.html;jsessionid=S1MWPGH0K2LYDQE1GHPCKHWATMY32JVN

http://brainstormtech.blogs.fortune.cnn.com/2010/02/09/breaking-up-with-the-nexus-one/?section=magazines_fortune

http://www.blog.moby1.co.uk/2010/02/google-phones/what-did-the-nexus-one-go-through-before-release.html

http://www.knowyourmobile.com/blog/412357/google_nexus_one_uk_release_date_flagged_at_play.html

http://www.ibtimes.co.in/articles/20100218/smartphonesgrowing-problem-networks.htm

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