Google has decided several years ago to expand outside search, and even the Internet industry as a whole, and to expand into many new different business areas. Many of these business areas are within the ICT or telecom realm but several go beyond the obvious. Google has supported a business development strategy to achieve the expansion based on industry verticals.
The main strategy of Google in industry verticals is based on various technology initiatives, making strategic investments (mostly through M&A), and at a specific point, launching a full product offering. Using this strategy, Google has expanded in many different directions including health, energy, education, government, financial and more. This has been implemented to practical solutions where some has continued, and some other has been stopped.
This report evaluates different industry vertical initiatives taken by Google with a focus on case study analysis, identification of key reasons to support the initiative, work/time/money invested, key competitors, SWOT analysis and rationale for whether Google moves forward or discontinues the initiative.
- Google and their Competitors
- Exporters, Importers and Traders
- Regulatory and Policy Individuals
- Associations and Technology Groups
- Government and International Bodies
- Business and Financial Institutions
- Corporate and Institutional Investors
- Lawyers, Bankers, Libraries, Embassies
- Patent Offices and Technology Executives
- Venture Capitalists, Consultants and more...
Mind Commerce Publishing's research methodology encompasses input from a wide variety of sources.
We rely heavily upon our Subject Matter Experts (SME) in terms of their market knowledge, unique perspective, and vision. We utilize SME industry contacts as well as previous customers and participants in our market surveys and interactive interviews.
In addition, we rely upon our extensive internal database, which contains modeling, qualitative analysis, and quantitative data. We review secondary sources and compare to our primary sources to update previous findings (for prior version reports) and/or compile baseline information for technology and market modeling.
We share preliminary models with industry contacts (select previous clients, experts, and thought leaders) to verify the veracity of initial modeling. Prior to final report production (analysis, findings, and conclusions), we engage in an internal review with internal SMEs as well as cross-expertise, senior staff members to challenge results.
We believe that forecasts should be prepared as part of an integrated process which involves both quantitative as well as qualitative factors. We follow the following 3-step process for forecasting.
Step 1 - Forecasts Input:
The inputs for the present and historical revenues are derived from industry players. Financial and other quantitative data for individual sub-market categories are derived from original research and tested with interviews with major industry constituents.
Step 2 - Forecasting of Future Years:
Mind Commerce extends forecasts based on a variety of factors including demand drivers as well as supply side data. Key success factors and assumptions are considered.
Step 3 - Validation of Data:
The final step is to validate projections, which is accomplished in consultation with both internal and external industry experts, including both topic and regional experts. Adjustments are made to the forecasts based on factors identified throughout this process.