Read: Case Problem ” Alphabet’s Google”, Prepare a Managerial Report* structured as follows:

Structure and present your paper in the form of a Managerial Report, with a cover page, table of content, executive summary, main body, appendices. Expected length of Assignment 1: up to 6 pages APA format, excluding cover page, table of contents, and appendices

1.  What is Google’s business model? How is it making money?

2.  Who are Google’s main competitors? What and who should Google worry about? What should the CEO of Google do about these challenges? Provide recommendations, be specific.

3.  How is Google using platform strategy? What are some strengths and some weaknesses of this approach?

4.  What type of diversification strategy is Alphabet pursuing? What organizational structure is Alphabet using? What is the rational behind this structure and diversification strategy?

Read: Case Problem ” Alphabet’s Google”, McGraw Hill Education, by Frank Rothaemel, Rev. September 27, 2017, MH0055

Prepare a Managerial Report* structured as follows:

Structure and present your paper in the form of a Managerial Report, with a cover page, table of content, executive summary, main body, appendices. Expected length of Assignment 1: up to 6 pages APA format, excluding cover page, table of contents, and appendices

1. What is Google’s business model? How is it making money?

2. Who are Google’s main competitors? What and who should Google worry about? What should the CEO of Google do about these challenges? Provide recommendations, be specific.

3. How is Google using platform strategy? What are some strengths and some weaknesses of this approach?

4.

What type of diversification strategy is Alphabet pursuing? What organizational structure is Alphabet using? What is the rational behind this structure and diversification strategy?

We have only scratched the surface of truly being there for our users, anytime, anywhere,
across all devices.

–Google CEO Sundar Pichai1

In March 2017, Alphabet’s CEO Larry Page, leaned on a dusty wooden railing and gazed across the
vastness of Moffett Airfield’s Hangar Two. A half-dozen illuminated balloons, each fifteen meters in
diameter, were floating before him in the cavern-like space. Three years earlier, he had signed a $1.2
billion, sixty-year lease for the airfield’s largest hangars, which were only a few miles from Alphabet’s
Mountain View, California headquarters.2 Originally built in the 1940s to house the US Navy’s blimp
fleet, the hangars were now being used to house Alphabet’s fleet of private jets and some of its more
ambitious projects. The balloons were part of Project Loon, a plan to use high-altitude balloons to
bring Internet access to the most remote corners of the world. The project’s name was chosen both for
its connection to flight and its lunacy.

3

Page’s thoughts were interrupted by the buzzing of his Pixel smartphone. It was a reminder that he
had scheduled a meeting with Sundar Pichai, the CEO of Alphabet’s Google subsidiary. In August 2015,
Google’s cofounders Larry Page and Sergey Brin announced that they would be restructuring the com-
pany as a diversified conglomerate under the name Alphabet. The Google cofounders indicated that
they were inspired by Berkshire Hathaway’s conglomerate structure through which the famed inves-
tor, Warren Buffet, successfully led an ensemble of widely different businesses over several decades.4
Alphabet’s largest subsidiary would retain the Google name and focus on Internet-related services and
products with Pichai as CEO. A former McKinsey consultant, Pichai had quickly risen through the
Google ranks after joining the technology firm in 2004.

Page walked across the tarmac to his Tesla Model X parked in front of the hangar. As he let the
car’s autopilot drive him to Google’s offices, Page’s thoughts switched from Project Loon to more ter-
restrial concerns. Although perceived as a technology company, Google was in many ways more of an
advertising company. In fact, advertising accounted for almost 90 percent of Google’s 2016 revenue.
Although the portion of revenue from advertising had decreased in 2016, it still funded the clear
majority of Google’s user services and Alphabet’s “Other Bets,” including Project Loon (Exhibit 1).

Professor Frank T. Rothaermel prepared this case from public sources. The author gratefully acknowledges the contributrions of David R. King
and Christopher Zahrt on an earlier version, and Austin Guenther for research assistance. This case is developed for the purpose of class discus-
sion. This case is not intended to be used for any kind of endorsement, source of data, or depiction of efficient or inefficient management. All
opinions expressed, and all errors and omissions, are entirely the author’s. © Rothaermel, 2017.

FRANK T. ROTHAERMEL

MH005

5

125992762

8

REVISED: SEPTEMBER 27, 201

7

Alphabet’s

Google

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2

Alphabet’s Google

Google’s 2016 results had been a mix of good and bad news. Google’s ad revenues had grown to $79
billion, an increase of 18 percent over the previous year. However, the cost-per-click paid by advertis-
ers had decreased 11 percent from 2015 to 2016 (Exhibit 2). Although Google was the market leader
in online advertising, its market share was decreasing as rivals like Facebook increased their take of
the advertising pie. Further complicating matters was growing scrutiny of Google by regulators, who
were concerned about Google’s near monopoly on search services and its profiling of users. Finally, the
online advertising industry itself was under threat. Bad ads from fraudsters and spammers reduced
public trust in Google’s legitimate advertisers. Increasingly, users were installing ad-blocking software
and avoiding advertising entirely.

A self-driving Lexus drove past as Page neared Google’s campus. Formerly one of Google’s “moon-
shot ventures,” the self-driving cars were now being developed by Alphabet’s Waymo subsidiary. Page
watched the Lexus in his rear-view mirror as it disappeared around a corner. He found it was a bit
ironic. While the car knew where it was going, he was still trying to figure out what direction to take
Alphabet’s many disparate ventures. What could he do to address the challenges facing Google and
Alphabet?

A Brief History of

Alphabet

Cofounders Larry Page and Sergey Brin met in 1995 at Stanford University during a tour for stu-
dents accepted into the doctoral program. “We both found each other obnoxious,” recalls Brin only
half-jokingly, “but we spent a lot of time talking to each other, so there was something there.”5 Despite
this rocky start, the pair quickly became inseparable friends.

While working on a dissertation topic, Page realized that the number and quality of links to a
website could be used as a proxy for the credibility of that website. However, at that time, there was
no good way to determine what sites were linking to a web page. Page began working on a program
called BackRub that would index links on the web. Creating this index took a mammoth amount of
bandwidth and computing power. By the fall of 1996, Page and Brin succeeded in creating an algo-
rithm within BackRub that used the index to sort web pages by relevance. He dubbed the algorithm
PageRank (named after himself, not web pages).6, 7

The first test of the PageRank system occurred in March of 1996. It became apparent to Page that
his system would make an excellent search engine. Page and Brin, assisted by several classmates, began
refining this search engine. In September of 1997, they decided to name their engine “Google,” which
was a misspelling of the mathematical term googol: 1 followed by 100 zeros.

On September 4, 1998, Google filed for incorporation and moved its rapidly growing collection of
servers into a garage in nearby Menlo Park, CA. Internet use in the U.S. and in other developed coun-
tries was growing exponentially during this time. By 1999, 100 million web searches occurred every
day, and Google needed capital to continue purchasing servers and hiring computer scientists.8,9 On
June 7, 1999, Google announced that legendary Silicon Valley venture capital firms, Kleiner Perkins
Caufield & Byers (KPCB) and Sequoia Capital, made a joint equity investment of $25 million in the
startup, contingent upon finding Larry and Sergey some “adult supervision.” As KPCB principal, John
Doerr, observed, “It’s not saying anything negative about them, but I thought we would do a much bet-
ter job of building a world-class management team if they had a world-class CEO. They agreed, and
we closed the financing.”10 What would become a lengthy search for a new Google CEO had begun.

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Alphabet’s Google
3

On June 26, 2000, Yahoo announced that it had licensed Google’s search engine. Jeff Mallett, presi-
dent and CEO of Yahoo stated, “Our web directory and navigational guide is critical to the essential
set of services that we provide.”11 Despite this acknowledgement from Mallet, Google was allowed
to insert a message below the search box stating that Google was providing the search results. This
agreement introduced Google to Yahoo’s 180 million worldwide users who generated 900M average
daily page views.12 More importantly, this vast increase in traffic allowed Google to fine tune its
search engine.13 By performing statistical analyses on logs of hundreds of millions of user interactions,
Google’s engineers could make its search engine understand contextual clues in search queries. Simply
put, the more users searched, the better search results became.

After more than two years, the search for the right Google CEO came to an end when Eric Schmidt
accepted the position in August of 2001. Schmidt held a PhD in computer science from the University
of California-Berkeley, and had previously served as an executive at Sun Microsystems and Novell.
“Most importantly for anyone taking on the CEO role at Google,” observed Page, “Eric is a natural fit
with our corporate culture.”1

4

On December 31, 2001, Google reached another important milestone. It had its first profitable year,
reporting net income of $6.9 million.15 “When we were still in the dot-com boom days, I felt like a
schmuck,” recalled Sergey Brin, “I had an Internet startup, so did everybody else. It was unprofitable,
like everybody else’s, and how hard is that? But when we became profitable, I felt like we had built
a real business.”16 With a lucrative licensing agreement, a large capital infusion, a proven method of
generating profits, and experienced management in place, Google had indeed become a “real business.”

For his first coup as CEO, Schmidt made an agreement with AOL to provide the online portal with
web search and contextual advertising services. The contract, signed on May 1, 2002, was a major
defeat to rivals Inktomi and Overture, who had previously provided the services. At the time, AOL
had 34 million subscribers, and its site handled 22 percent of all web searches.17 Google’s own site
served 31.8 percent of worldwide searches, and through its license with Yahoo, it controlled another
36.3 percent of the market.18 Google was now a behemoth in search. Defeated Inktomi executiveVish
Makhijani groused, “They’ll learn over time that Google takes your users; it doesn’t help you build
your property.”19 At the time, Yahoo claimed the AOL deal did not impact their relationship with
Google. However, Yahoo removed the Google logo from its homepage in 2002 and, in December of
that year, Yahoo purchased search provider Inktomi for $235 million.2

0

In August 2004, Google made an initial public offering for eight percent of the company (Exhibit
3). A dual class structure was used that enabled Page and Brin to retain control of the company while
raising outside equity capital. Page and Brin further solidified control of Google with a stock split that
gave investors a new class of stock without voting rights in 2014.

21

In 2005, Microsoft began a nearly year-long campaign to lure AOL away from Google. Though AOL’s
market share was declining, it was still the nation’s largest Internet service with more than 110 million
unique visits monthly.22 Google countered by giving AOL $300 million of advertising credit, as well
as buying a five percent equity stake in AOL for $1 billion.23 This prevented Microsoft from its best
opportunity to gain market share, according to some experts.24 At the same time, it also preserved
the value of Google ads.

25

Over the next decade Google’s history would be defined by new products and strategic acquisi-
tions. In November 2005, Google released Google Analytics which measured the success of websites
and marketing campaigns. Google based analytics on technology it acquired from buying Urchin

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4
Alphabet’s Google

Software the previous spring. In 2006, Google released Finance, Translate, and Docs & Spreadsheets.
It also purchased YouTube for a then staggering $1.65 billion. In 2010, Google announced the Nexus
One smartphone and acquired the AdMob, a company specializing in mobile advertising. In 2012,
Google’s Glass project was made public, Google Drive was released, and installation of its high-speed
Fiber network began. In January 2014, Google acquired smart thermostat maker Nest for $3.2 billion.

In 2015, Page and Brin announced that the company would be reorganized as a diversified conglom-
erate named Alphabet (Exhibit 4). The move was aimed at increasing the transparency of the compa-
ny’s finances. Google’s spending on “moonshots” had become a concern for shareholders. “All they have
done every quarter is offer investors assurances that their spending is controlled and proportional, but
now we are going to be able to see if it is,” commented Wells Fargo analyst, Peter Stabler.26 In a letter to
shareholders, Larry Page explained that the new structure would allow Alphabet’s companies to have
independence and establish their own brands.

We liked the name Alphabet because it means a collection of letters that represent language, one of
humanity’s most important innovations, and is the core of how we index with Google search! We also like
that it means alpha-bet (Alpha is investment return above benchmark), which we strive for!

-Larry Page, Alphabet CEO27

Google

GOOGLE’S CONSUMER PRODUCTS

Google attracts an audience for advertising using consumer products. Google’s Search, Android,
Maps, Chrome, YouTube, Google Play, and Gmail products each count over one billion active monthly
users.28 Beyond these core offerings, Google also offers dozens of task-specific products such as
Google Fonts and Zagat. Since taking the helm as CEO, Pichai has focused first on developing the user
experience before monetizing a product.29 “Inherently, a lot of what people are looking for is also
commercial in nature. It’ll tend to work out fine in the long run,” argues Pichai.

30

In recent years Google, however, has made efforts to rationalize its product portfolio. Since April
2015, Google has ditched several projects deemed nonessential to the company’s future. One notable
victim of this effort was Google’s Project Ara, a modular smartphone with Lego-like components that
had been in development since 2013. After missing a planned ship date, the product was canceled in
August 2016.

31

“In the past, we would say, ‘Okay, to do that, let’s go build this,’ Now, we’re deeply committed to doing
hardware over multiple product cycles. It’s very hard, when you just do one-off product efforts here
and there, to tackle the longer-term problems.” – Sundar Pichai, Google CEO

32

A new focal point of Google’s product development efforts is making artificial intelligence perva-
sive. In May 2016, the company unveiled Google Assistant as competitor for Apple’s Siri and Amazon’s
Alexa. The new product is built into Google’s Pixel smartphones, Google Home speaker, and Allo mes-
saging service enabling conversational searches for information.

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Alphabet’s Google
5

We are evolving search to be much more assistive. We want users to have a two-way ongoing dialogue
with Google to help get things done in the real world. We think of this as building each user their own
individual Google.

– Sundar Pichai, Google CEO

33

CORE PRODUCTS

Search

Google and web search have been synonymous since 2006, when the term “to Google” was added to
the Merriam-Webster Collegiate Dictionary.34 Google answered over two trillion searches in 2016 up
from 1.2 trillion in 2012.35 Meanwhile, Google’s large share of Internet searches has contributed to the
company running up against government concerns. In 2014, Europe passed a “right-to-be-forgotten”
law giving individuals the right to request the removal of results that appear when their names are
searched.36 In 2015, the EU began the process of filing antitrust charges against Google for having a
90 percent market share in search in Europe that rivals allege favor Google’s services.37

Android

In April 2005, pioneering smartphone maker Research in Motion reported that its BlackBerry
subscriber base had doubled to 2.5 million users and that “we believe we are still in the early days of
this market.”38 Therefore, Google had to determine its strategy in the rapidly burgeoning mobile field
even as it wrestled with Microsoft for AOL’s user base. Larry Page recalls the struggle to create a great
mobile experience as Google built its software one device at a time.39 To remedy this problem, Google
purchased a Silicon Valley startup called Android in August 2005.

Software development was a significant cost for smartphone manufacturers. To encourage manu-
facturers to adopt Android, Google made it open source and allowed them to customize it. Android’s
adoption, in turn, ensured that users could access Google through their mobile devices. As author
Steven Levy observed, “Android would be a Trojan horse for Google’s consumer apps, chief among
them mobile search.” Still, Google’s open-source strategy has additional limitations, including making
it more susceptible to malware and modification. For example, Chinese search company Baidu has
negotiated with smartphone manufacturers to remove all references to Google in Android and replace
it with Baidu.

40

Although Android is open source, its use is not entirely free for manufacturers. Both Apple and
Microsoft successfully sued Google alleging that Android’s operating system infringed on their intel-
lectual property in 2011. As a result, manufacturers that use Android pay licensing fees to Apple
and Microsoft.41, 42 Concerns over patents contributed to Google spending $12.5 billion to acquire
Motorola Mobility, and later selling the handset maker to Lenovo for $2.9 billion in 2012, though
Google kept Motorola’s patents.43

In the first half of 2017, Android held 67 percent market share in the U.S., while Apple’s iOS held
31 percent. Globally, during the same time period, Android’s lead over Apple’s iOS was even wider:
Android held 85 percent for smartphone operating systems, dwarfing Apple’s 15 percent.44

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6

Alphabet’s Google

In 2017, Google acquired HTC’s smartphone engineering group for $1.1 billion. The Taiwanese
smartphone maker developed the Google Pixel phone. 45,46 With this acquisition, Google is making
a commitment to handset manufacturing, unlike in the Motorola deal which was more motivated
by intellectual property considerations. Integrating HTC’s smartphone unit within Google will allow
engineers to more tightly integrate hardware and software. This in turn will allow Google to differen-
tiate its high-end Pixel phone more from the competition, especially Apple’s newly released iPhone X
and Samsung’s Galaxy 8 line of phone, including the Note 8.

Chrome

Google’s motivation for developing its Chrome Internet browser was simple. In 2006, Microsoft’s
Internet Explorer held 80 percent of the market share for browsers.47 As KPCB principal, John Doerr,
explains, “I was quite nearly panicked that Google was getting to all the world’s people through
Microsoft’s browser.”48 Disparagingly nicknamed “chrome” by programmers, Google Chrome was
launched on September 2, 2008. A stripped-down browser designed for speed, Chrome eschewed the
complicated visual interfaces that slowed other browsers down. By 2014, Google’s Chrome browser, with
20 percent market share, had become the second-most used behind Microsoft’s Internet Explorer.49 But
Google wouldn’t stop there. In 2017, Chrome had 60 percent market share, while Microsoft Internet
Explorer’s market share had shrunk to some 16 percent.

50

Maps

Google Maps got its start in October of 2004, when the company acquired Where 2 Technologies
and Keyhole Corporation. Where 2 Technologies was an Australian mapping startup, and Keyhole
was a startup, partially funded by the CIA51 that used “a database of satellite images and aerial photos
to create interactive 3D maps.”52 Former Google CEO Eric Schmidt characterized Keyhole as “too fun-
damental to let someone else control it.”53 Where 2 Technologies became Google Maps, and Keyhole
became Google Earth. In 2013, Google Maps was bolstered by the $1.1 billion acquisition of Waze, a
crowd-sourced navigation app that allowed its users to post information such as traffic jams, road
construction, and speed traps in real time.54 In late 2016, Google added “Promoted Places” to Maps.
The new feature allows retailers to brand their search results in Google Maps and display ongoing
promotions.

Gmail

Gmail, Google’s free e-mail service, uses algorithms to “read” a user’s e-mail, determine the subject
of the correspondence, and then display relevant advertising when the e-mail is read. Gmail was used
in-house for several years before being made available to the public on April 1, 2004. Initially, capacity
limitations forced Google to offer Gmail by invitation only. This lent Gmail an air of exclusivity. “It
was hailed as one of the best marketing decisions in tech history, but it was a little bit unintentional,”
admitted Georges Harik, a manager who oversaw the development of Gmail.55

YouTube

Google announced the acquisition of online video clip provider YouTube for $1.65 billion in
October 2006. “This is the next step in the evolution of the Internet,” enthused Google CEO Eric
Schmidt at the time.56 The purchase of YouTube allowed Google to extend its reach into the nascent
yet rapidly growing field of online video. YouTube had been in operation less than a year when it

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Alphabet’s Google
7

garnered an estimated 50 million viewers.57 By late 2016, viewers were watching more than one bil-
lion hours of video a day, nearly surpassing U.S. television consumption.58 “The corpus of content
continues to get richer and richer by the minute, and machine-learning algorithms do a better and
better job of surfacing the content that an individual viewer likes,” commented Neal Mohan, YouTube’s
Chief Product Officer.59 According to The Wall Street Journal, YouTube earned $4 billion in 2014 and
“roughly broke even.”60 While most of YouTube’s revenue still comes from advertising run before
videos, a subscription advertisement-free version of the service (YouTube Red) was launched in 2015.
At the same time, Google is transforming YouTube more and more into bona fide content streaming
service, with the development of channels and the curation of content.

Google Play

Google launched Google Play service in March 2012, combining its Android Market, Music, and
eBookstore into a single digital distribution product.61 Google Play has over one billion active users
in 190 countries.62 Over 2.8 million Android apps are available through the service of which approxi-
mately 2.6 million are offered free of charge.63 In addition to apps, the service also provides books,
music, and video content. The $2.9 billion increase of Google’s non-advertising, “other revenues” were
primarily due to revenue growth from Google Play.64

ONLINE ADVERTISING

We work on advertising because it’s what allows us to make our services free; Google Search works the
same for anyone with an Internet connection, whether it is in a modern high-rise or a rural schoolhouse.

-Sundar Pichai, Google CEO65

Advertising is Google’s largest revenue stream. Google matches advertising relevant to users based
on their search queries, browsing history, and email contents. Google classifies advertising as either
performance or brand advertising. Performance advertising includes relevant interactive ads that
users can click on. These include the text-based ads placed within search results. Brand advertising
seeks to increase users’ awareness of an advertiser’s products or services.66

The goal of our advertising business is to deliver relevant ads at just the right time and to give people
useful commercial information, regardless of the device they’re using…

–Google 2016 Form 10-K67

Most of Google’s advertising customers pay Google on a cost-per-click basis, which means that
users needed to engage with an ad for Google to earn revenue from it. Google also offered advertisers
other payment options, such as cost-per-impression, which enabled brand advertisers the option to
pay based on the number of times their ad was displayed.68

Google places advertising both on its own properties such as YouTube or Gmail and on the prop-
erties of Google Network Members. The Google Network includes over two million websites and
reaches over 90 percent of internet users.6

9

Google pays traffic acquisition costs to Google Network members for ads shown on their proper-
ties. Other traffic acquisition costs include payments to distribution partners that include Google’s
search and other services in their products. For example, in 2014 Google paid Apple $1 billion to keep

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8
Alphabet’s Google

Google’s search engine as the default on Apple’s iPhones. The move yielded roughly $8.9 billion in
mobile-search revenue for Google from Apple devices.70

ADVERTISING PRODUCTS

Adwords

Google introduced AdWords in October of 2000.71 AdWords made advertising more effective by
dis- playing advertisements that were contextually relevant to a user’s search query. Advertisers bid
on key search terms, called “keywords,” in AdWords’ auctions. AdWords determines the winner of the
auction based both on the advertiser’s bid amount and on the probability that a Google user will
click on the ad. This probability is determined by an algorithm. Then, when a Google user submits a
search query containing the keyword of the winning bidder, that bidder’s advertisement is displayed
alongside the search results. AdWords was the key to making Google profitable.

AdSense

Google announced the acquisition of Applied Semantics on April 23, 2003 for $102 million in
cash and stock. At the time, it was Google’s largest acquisition.72 Applied Semantics’ most important
product was AdSense, a program that could distill the content of a website into a handful of keywords.
AdSense, when combined with Google’s existing Google technology, opened the entire web to Google
advertising. AdSense algorithms match advertising from Google’s inventory to the context of third-
party websites. The revenue generated by the advertising is then split between Google and the website
owner.

DoubleClick

Google diversified its online advertising capabilities with the $3.1 billion acquisition of DoubleClick
in 2007. DoubleClick was a leading ad server, delivering display and video ads to third-party websites.
This was a key acquisition for Google because, as Group Product Manager Alex Kinnier observed,
“Google…has been a minor player in display advertising.”73 The acquisition was also motivated by the
deep relationships DoubleClick had developed with both advertisers and web publishers.74 By October
of 2010, Google claimed that its display advertising business was bringing in $2.5 billion annually.75

AdMob

AdMob places advertisements on mobile websites and in mobile applications. The product was
developed in 2005 by serial entrepreneur Omar Hamoui while he was attending Wharton’s MBA
program.76 The launch was well timed. When Apple’s iPhone launched in 2007, AdMob was one of
the few ad companies ready for the smartphone market. “We had no competition. I don’t think our
next competitor got there…for maybe another six months,” reflected Hamoui.77 In May 2010, Google
acquired AdMob in May 2010 for $750 million. Over one million apps use AdMob and over one bil-
lion dollars has been paid to app developers through AdMob’s platform.78

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Alphabet’s Google
9

ADVERTISING COMPETITORS

Facebook

Businesses are no longer asking if they should market on mobile, they’re asking how. This is a shift that
we think we’re very well-positioned to take advantage of and build on.

-Sheryl Sandberg, Facebook COO79

In 2016, Facebook earned $26.89 billion in advertising revenue, an increase of 57 percent over the
previous year.80 Facebook sells targeted advertising on its own site, as well as on other websites and
mobile apps. The company’s detailed knowledge about users allows it to match relevant advertising
based on demographics, behaviors, and interests.81 Businesses can also communicate directly with
customers and the public using Facebook’s Pages, Instagram, and Messenger services. By 2017, Facebook
counted some two billion monthly active users, an increase of almost 20 percent over 2015.82

Facebook’s CEO, Mark Zuckerberg, commented in 2015 that the company’s, “strategy is much less
[about] increasing the volume of ads and much more about increasing the quality of content and the
quality of targeting to get the right content to the right people.”83 This is reflected by Facebook’s ad
sales. From 2014 to 2015, the average price per ad increased by 140 percent while the number of ads
delivered decreased by 38 percent.84 Mobile advertising grew from 65 percent of total revenue in 2014
to 77 percent in 2015.85

In 2017, Facebook earned some $40 billion in online advertising, which is about one half as much
as Google. Yet, Facebook market share has been rising rapidly over the last few years, while Google’s
market share has been declining (Exhibit 5). In the mobile ad space Facebook is Google’s strongest
competitor. Some estimate that Facebook earns as much as 75 percent of all revenue from its mobile
ad business. In 2017, Facebook’s mobile ad revenue grew by over 42 percent over 2016.86

Microsoft, Yahoo, Verizon, & AOL

In February 2016, Microsoft launched the Bing Network, an ad sales network with access to
Microsoft’s and partners’ properties including AOL, Wall Street Journal, and Infospace.87 Microsoft had
previously sold advertising with partner Yahoo as part of the Yahoo Bing Network, but a 2015 rene-
gotiation of Microsoft’s search deal with Yahoo resulted in the companies splitting the ad network.88
The move is one of several recent changes Microsoft has made to its online advertising business to
focus on its Bing search engine. Microsoft claims 31 percent market share of the US online search
market.89 In June 2016, this represented 160 million unique users who made five billion searches over
the month.90

As part of a June 2015 deal, AOL took over display, mobile, and video advertising sales for Microsoft’s
properties in the US and eight foreign markets.91 These include Microsoft’s MSN, Outlook.com, Skype,
Windows, and Xbox. Under the terms of the deal, Microsoft’s Bing will be used to power search results
and advertising across AOL’s online properties such as The Huffington Post, TechCrunch and Engadget
for ten years.92 “The long-term plan is for us to be the sole auctioneer of all [of Microsoft’s] non-search
monetization,” commented AOL’s global head of media sales, Jim Norton.93 The arrangement provides

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Alphabet’s Google

AOL and its parent company, Verizon Communications, with greater ad inventory and customer
access. Rik van der Koori, vice president of Microsoft Search Advertising, believes that it makes sense
for Microsoft to line up with AOL based on industry trends, though they also feel strongly about the
advertising model.94

In July 2016, Verizon announced it intended to acquire Yahoo’s Internet businesses raising the
possibility of uniting Yahoo and AOL’s online advertising businesses. Combined, Verizon and Yahoo
achieve about a six percent share in the US online advertising market. “It has the potential to be a
third force to Google and Facebook,” observed Sir Martin Sorrell, chief executive of WPP, the world’s
largest advertising group.95 The acquisition has been delayed by data breaches at Yahoo, and is now
scheduled to be completed in 2017.96

ADVERTISING CHALLENGES

Market Share

From 2012 to 2016 Google’s global market share in online advertising slipped from 35 percent to
33 percent (Exhibit 5). Google is struggling to maintain its grip on advertising as more people turn
to mobile devices and voice enabled search for information. In October 2015, Google announced
that more than half of its 100 billion monthly searches were done from mobile devices.97 Although
Google prepared for the transition to mobile with the acquisition of AdMob, Google’s mobile advertis-
ing margins are estimated to be 30 percent lower than on desktop.98 Further complicating Google’s
ad business is the move by users to voice enabled search. In late 2016, nearly 20 percent of searches
on Android were done using voice instead of text.99 In March 2017, Google tested a seventeen-second
promotion for Disney’s Beauty and the Beast on its Google Home speaker and some Google Assistant
enabled smartphones that played after users asked the devices about their schedule. Google quickly
pulled the test after user complaints. “We’re continuing to experiment with new ways to surface unique
content for users and we could have done better in this case,” commented a Google spokesperson.

100

Regulation

Google’s dominance in search has invited criticism and scrutiny. This is especially pronounced in
Europe, where Google holds some 90 percent market share of all online searches, significantly higher
than its roughly 70 percent market share in the U.S.101 Google has found itself stuck in European
courts on issues ranging from privacy to unpaid taxes. In April 2016, European Union regulators
accused the company of forcing phone makers and telephone companies into favoring Google’s search
engine and browser on devices using Google’s Android operating system.102 In a separate case, the
EU has also charged Google with skewing search results to favor Google’s comparison shopping tool.
Google has denied the allegation. “Google is making it clear that they will fight this to the bitter end
and the EU is making clear that the bitter end will have a lot of intermediate steps for Google,” com-
mented antitrust attorney, Gary Reback.103 Each of the cases has the potential to cost Google as much
as 10 percent of its annual revenue and loosen its tight grip on advertising sales.104

Bad Advertisements and Bad Content

Google took down 1.7 billion bad ads in 2016 that violated its policies. According to Google’s
Scott Spencer, “…bad ads can ruin the online experience for everyone. They promote illegal products
and unrealistic offers. They can trick people into sharing personal information and infect devices

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11

with harmful software.”105 In September 2016, Google helped form “The Coalition for Better Ads.” The
group consists of trade associations, advertisers, publishers, and ad agencies and aims to eliminate
bad ads by creating global standards for online advertising. Stephan Loerke, CEO of coalition member
World Federation of Advertisers, commented that “We are seeing in our membership significant con-
cern about the uptake of ad blocking, not because it is immediately affecting [marketers], but because
of the drivers, which are the frustration of people with the quality of their interaction with ads.” In
June 2015, 198 million people were using ad blocking browser extensions. A figure that is growing
41 percent annually.106

In March 2017, Google promised to overhaul its policies after major advertisers including the BBC,
L’Oréal, Audi, and Toyota boycotted the company’s advertising platforms.107 Advertisers protested that
their ads were appearing alongside objectionable content such as racist websites, videos supporting
terrorism, and fake news. In doing so, marketers were inadvertently funding the content and damag-
ing their own brands. With over two million websites hosting Google’s advertising, it is difficult to
distinguish safe content from the objectionable. Google uses software to attempt to screen for objec-
tionable content, but the system’s false positives have led to controversy as well. The company was
forced to apologize recently after the system blocked music videos from pop stars Tegan and Sara
from YouTube.108

Other Strategic Initiative and Current Challenges

ALPHABETIZATON

The creation of Alphabet moved many of Google’s non-advertising products and projects into sub-
sidiaries labeled “Other Bets.” These Other Bets includes businesses like Access (Google Fiber), Calico,
CapitalG, GV, Nest, Verily, Waymo, and X. Alphabet’s $809 million revenue in 2016 from Other Bets
was derived mostly through the sales of Nest hardware products, selling Internet and television ser-
vices through Google Fiber, and licensing, research, and development.109 However, despite increasing
the Other Bets revenue over 80 percent from the previous year, the businesses collectively lost $3.6
billion in 2016. Since joining the company in March 2015, Alphabet’s CFO Ruth Porat has attempted
to impose fiscal discipline on the speculative ventures. “As we reach for moonshots that will have a
big impact in the longer term, it’s inevitable that there will be course corrections along the way and
that some efforts will be more successful than others,” commented Porat in 2016.110

WAYMO

The challenges of managing Alphabet’s Other Bets are illustrated by its Waymo subsidiary. The
company traces its history to software and sensor technology developed by Google in 2009. It has
since accomplished major technical milestones, but financial achievements have been conspicuously
absent. Meanwhile, competitors are catching up, often aided by former Alphabet employees.

In October 2015, Google achieved the world’s first fully self-driving trip on public roads, in a car
without driver controls.111 Steve Mahan, the blind 63-year-old passenger, commented that the “cars
will change the life prospects of people such as myself.”112 The self-driving car project was made an
Alphabet subsidiary in late 2016 and dubbed Waymo, short for “a new way forward in mobility.”113 The
reorganization was motivated in part by maturity of the self-driving technology. “We’re getting ready.
And we want to tell the world about it,” commented Waymo CEO John Krafcik.1

14

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Alphabet’s Google

Although Google has developed its own pod-shaped “Koala” cars, the company has publicly dis-
avowed any intentions to manufacture cars itself. “We are a self-driving technology company. We’ve
made it pretty clear that we are not a car company,” stated Krafcik.115 Instead Waymo is partnering
with existing auto manufacturers like Fiat Chrysler to commercialize its technology. By 2017, Waymo’s
test fleet of commercial and custom-built vehicles had accumulated over 2.5 million miles of autono-
mous driving.116 Between 2015 and 2016, the company reduced the number of times a human safety
driver had intervene from an average of once every 1,250 miles to once every 5,000 miles.1

17

Waymo is not alone in its quest to develop driverless cars. Uber and Tesla both have cars with
self-driving capabilities on the road. Tesla launched its autopilot feature in October 2015 that auto-
matically steers on the highway, changes lane, and adjusts speed.118 Tesla’s CEO, Elon Musk, expects
the company to be able to demonstrate a fully autonomous vehicle (Level 5: system takes over entire
dynamic driving, person as driver is no longer needed) by the end of 2017.119 Uber began testing self-
driving cars with a human backup driver in Pittsburgh in late 2016. Uber is using the tests to gather
feedback from customer’ and further its goal of developing an autonomous fleet of cars.120

In 2017, Waymo sued Uber for allegedly stealing Waymo’s proprietary self-driving technology.
Uber acquired the autonomous-vehicle startup Otto for $700 million in 2016. Otto was founded by
Anthony Levandowski during the same time he was working for Waymo on its autonomous-vehicle
program. Waymo claims Levandowski stole more than 14,000 proprietary files. In particular, Waymo
alleges that Levandowski set up Otto to steal trade secrets and proprietary designs, and to turn around
and use this knowledge to advance self-driving technology at Uber.121 This is a stark turnaround from
the earlier close relationship between Alphabet and Uber. Google Ventures, Alphabet’s venture capital
unit, had made a $200 million investment in the fledgling ride-hailing service in 2013. Alphabet’s
chief legal counsel was also a board member at Uber. He resigned from Uber’s board one week after
Uber acquired Otto.

Other technology and car companies are joining the fray as well. Intel has agreed to purchase
Mobileye NV for $15 billion. Mobileye specializes in driver assistance systems and is working with
several major automakers including BMW, Ford, General Motors, Nissan, Volvo, Audi, and Hyundai.122
General Motors spent $1 billion to acquire self-driving startup Cruise Automation in 2016. In early
2017, Ford announced that it would invest $1 billion in Argo AI to develop a virtual driver system for
its fully autonomous vehicle due in 2021.1

23

RETAINING TALENT

Alphabet’s ability to attract top talent is evident throughout the organization. It is often considered
one of the hardest corporations to break into. Not only does the company look for talent from world-
class institutions, it also requires that its employees embody “Googleyness,” an intangible trait that
refers to someone’s ability to work in teams, handle ambiguity, and think outside of the box.124 Now
that Alphabet has captured top talent in the industry, it’s facing a new challenge in retaining those key
resources. The high-profile cases of Sheryl Sandberg and Marissa Mayer, both of whom left Google for
executive roles at Facebook and Yahoo respectively, illustrate the challenge that the company faces.125
The talent retention issue is snowballing as Alphabet matures in its operations. Employees at Alphabet
are being poached by pre-IPO ventures that have a promising future, such as Uber and Airbnb, and
most recently Snap.126

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Although Waymo’s vehicles are adept at avoiding obstacles, the company has been hitting potholes
in human resources. Bloomberg writers Alistair Barr and Mark Bergen described the company as a
“talent sieve” in 2017 resulting from leadership changes, strategy doubts, and rivals luring key employ-
ees away.127 Waymo’s compensation scheme is another factor in the talent loss. Employees hired for
the self-driving car project were granted equity and bonuses tied to the project’s success. According
to Barr and Bergen, the payouts had become so large by 2015 that many employees no longer needed
job security. The employee exodus is threatening Waymo’s investments in research and development.

The Road Ahead

As the Tesla X parked itself, and as Page walked up the Google’s lobby staircase to Pichai’s office, he
caught a panoramic view of the numerous office buildings composing Google’s campus. He thought
back on the fact that many of them had been built by Silicon Graphics. Once a highly successful
tech firm, the company was now defunct. The recollection made him a bit uneasy as he considered
Google’s current position as the leader in online advertising. What could Google do to tackle the
challenges of market share loss, regulatory pressures, and bad ads? More and more critics, not just in
Europe but also in the U.S., were calling Google a “news and information utility” (a so-called digital
monopoly), and demanding stricter regulation and editorial curation of content.

What could Alphabet do to maintain its edge over the competition? What would Alphabet need to
do to set the standards in self-driving technology much like it did with the Android operating system
for mobile phones?

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EXHIBIT 1 Alphabet Key Financial Data

Alphabet Consolidated Statement of Income (in millions except earnings per share)

Year Ended December 31, 2012 2013 2014 2015 20

16

Revenues 46,039 55,519 66,001 74,989 90,272
Costs and expenses: 30.1% 19.9% 22.5%
Cost of revenues 17,176 21,993 25,691 28,164 35,138
Research and development 6,083 7,137 9,832 12,282 13,948
Sales and marketing 5,465 6,554 8,131 9,047 10,485
General and administrative 3,481 4,432 5,851 6,136 6,985
Total costs and expenses 32,205 40,116 49,505 55,629 66,556
Income from operations 13,834 15,403 16,496 19,360 23,716
Other income (expense), net 635 496 763 291 4

34

Income before income taxes 14,469 15,899 17,259 19,651 24,150
Provision for income taxes 2,916 2,552 3,639 3,303 4,672
Net income from continuing operations 11,553 13,347 13,620 16,348 19,478
Net income from discontinued operations (816) (427) 516 – –
Net income 10,737 12,920 14,136 16,348 19,478
Earning per share (basic) excluding extraordinary items 17.66 20.05 20.61 23.11 28.32

Alphabet Revenues by Source (in millions):

Year Ended December 31,

2012 2013 2014 2015 2016

Advertising revenues:
Google websites 31,221 37,422 45,085 52,357 63,785
Google Network Members’ websites 12,465 13,125 14,539 15,033 15,598
Subtotal Advertising revenues 43,686 50,547 59,624 67,390 79,383
Other revenues:
Google Segment Other revenues

Not available
6,050 7,154 10,080

Other Bets revenues 327 445 809
Subtotal Other revenues 2,353 4,972 6,377 7,599 10,889
Total revenues 46,039 55,519 66,001 74,989 90,272

(continued)

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Alphabet’s Google

15

EXHIBIT 1 (continued)

Source: Depiction of publicly available data.

Alphabet Revenues by Geography (in millions):

Year Ended December 31, 2012 2013 2014 2015 2016

United States 21,287 24,752 29,482 34,810 42,781
United Kingdom 4,846 5,600 6,483 7,067 7,787
Rest of the world 19,906 25,167 30,036 33,112 39,704
Total revenues 46,039 55,519 66,001 74,989 90,272

Alphabet Operating Income (in millions):

Year Ended December 31, 2012 2013 2014 2015 2016

Operating income (loss):
Google

Not available
18,965 23,319 27,892

Other Bets -1,893 -3,456 -3,578
Reconciling items* -576 -503 -598
Total income from operations 13,834 15,403 16,496 19,360 23,716
*Reconciling items are primarily corporate administrative costs and items that are not allocated to individual segments.

Excerpts from Balance Sheet (in millions):

Year Ended December 31, 2012 2013 2014 2015 2016

Assets 93,798 110,920 131,133 147,461 167,497
Liabilities 22,083 23,611 25,327 27,130 28,461
Stockholders’ equity 71,715 87,309 103,860 120,331 139,0

36

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Alphabet’s Google

EXHIBIT 2 Ad Statistics

Source: Depiction of publicly available data.

% Change in Paid Clicks

2012-2013 2013-2014 2014-2015 2015-2016

Aggregate paid clicks 25% 20% 22% 32%
Paid clicks on Google Properties 33% 29% 33% 40%
Paid clicks on Google Network Members Prop. 11% 2% -7% 3%

% Change in Cost-per-click

2012-2013 2013-2014 2014-2015 2015-2016

Aggregate cost-per-click -8% -5% -11% -11%
Google Properties cost-per-click -10% -7% -15% -13%
Google Network Members Prop. cost-per-click -8% 6% -3% -13%

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Alphabet’s Google
17

EXHIBIT 3 Alphabet Market Cap with Major Events, 2004–2017

Source: Author’s depiction of publicly available information.

600

500

400

300

200

100
0

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 20

18

Android acquired

YouTube acquired
Google Play
launched

Reorganized as AlphabetIPO

Chrome Browser
launched

Ma
rk

et
C

ap
in

$B
illi

on
s

Nest acquired

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Alphabet’s Google

EXHIBIT 4 Alphabet Organizational Structure

Source: Depiction of publicly available information

Google

Access
(Internet Service)

CapitalG
(Late-stage VC Fund)

Calico
(Longevity Research)

Deep Mind
(Artificial Intelligence)

Google X
(“Moonshot” Projects)

GV
(Venture Capital Fund)

Jigsaw
(Tech Incubator)

Nest
(Smart Thermostats)

Sidewalk Labs
(Urban Innovation)

Verily
(Life Sciences)

Waymo
(Self-Driving Cars)

Alphabet

Search Chrome Android YouTube Maps Gmail Ads

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Alphabet’s Google

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EXHIBIT 5 Google Ad Revenue vs Competitors, 2012–2016

Source: Depiction of data from “Google privacy-policy change faces new scrutiny in EU,” Wall Street Journal, accessed January
24, 2017.

70

60

50
40
30

20

10
0
36

35

34
33
32
31
30

29

2012 2013 2014 2015 2016

Google Facebook Microsoft Google Market Share

Ad
R

ev
en

ue
in

$B
illi
on
s

Go
og

le
Ma

rk
et

S
ha

re
%

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Alphabet’s Google

Endnotes

1 Alistair Barr, “Alphabet Reports Rising Profits at Core Google Businesses,” Wall Street
Journal, February 01, 2016, accessed February 18, 2017, https://www.wsj.com/articles/
alphabet-reports-rising-profits-at-core-google-businesses-1454361634.

2 Mike Wall, “Google Leases NASA’s Moffett Field, Historic Hangar for $1.2 Billion,” Space.com, November 11,
2014, accessed March 07, 2017, http://www.space.com/27741-google-leases-nasa-moffett-field.html.

3 Tom Simonite, “Google’s Loon Balloons Are Ready to Deliver Cheap Internet,” MIT Technology Review, July 08,
2015, accessed March 07, 2017, https://www.technologyreview.com/s/534986/project-loon/.

4 Alistair Barr and Rolfe Winkler, “Google Creates Parent Company Called Alphabet in Restructuring,”
Wall Street Journal, August 10, 2015, accessed March 22, 2017, https://www.wsj.com/articles/
google-creates-new-company-alphabet-1439240645.

5 John Battelle, “The Birth of Google,” Wired, last modified August 2005, https://www.wired.com/2005/08/
battelle/.

6 Ibid.

7 Steven Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives (New York: Simon & Shuster, 2011).

8 “Google Receives $25 Million in Equity Funding,” Google, last modified June 7, 1999, http://googlepress.
blogspot.co.uk/1999/06/google-receives-25-million-in-equity.html.

9 Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives.

10 Ibid.

11 http://www.google.com/googlefriends/alert2_2000.html

12 Yahoo 2000 Annual Report.

13 Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives.

14 “Google Names Dr. Eric Schmidt Chief Executive Officer,” Google, last modified August 6, 2001, http://
googlepress.blogspot.co.uk/2001/08/google-names-dr-eric-schmidt-chief.html.

15 “2003 Financial Tables.” Google Investor Relations.

16 Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives

17 David F. Gallagher, “AOL Shifts Key Contract to Google,” New York Times, last modified 2 May 2002, http://
www.nytimes.com/2002/05/02/business/technology-aol-shifts-key-contract-to-google.html.

18 David Teather, “How Google Got it So Right,” Guardian, last modified May 6, 2002, https://www.theguardian.
com/media/2002/may/06/mondaymediasection.comment1.

19 Mylene Mangalindan and Julia Angwin, “ Google Lands Pact with AOL, Strengthening IPO Prospects,” Wall
Street Journal, last modified May 2, 2002, https://www.wsj.com/articles/SB1020294612878785960.

20 “Google Turns 10: A Look Back” Fortune, last modified September 5, 2008, http://archive.fortune.com/gal-
leries/2008/fortune/0809/gallery.google_anniversary.fortune/.

21 Floyd Norris, “The Man Classes of Google Stock,” New York Times, April 2, 2014, https://economix.blogs.
nytimes.com/2014/04/02/the-many-classes-of-google-stock/?_r=0.

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800-988-0886 for additional copies.

Alphabet’s Google
21

22 David Vise, “Google to Buy 5% of AOL for $1 Billion,” Washington Post, 17 December 17, 2005, http://www.
washingtonpost.com/wp-dyn/content/article/2005/12/16/AR2005121601892.html.

23 “AOL-Google: Who Gets What,” Business Week, December 20 2005.

24 Saul Hansell, “AOL’s Choice of Google Leaves Microsoft as the Outsider,” New York Times, last modified
December 19, 2005, http://www.nytimes.com/2005/12/19/business/media/aols-choice-of-google-leaves-microsoft-
as-the-outsider.html.

25 Benjamin Edelman and Thomas Eisenmann, “Teaching Note: Google Inc. and Google Inc. (Abridged)
(5-910-0505),” last modified December 2010, Harvard Business School, http://www.hbs.edu/faculty/Pages/item.
aspx?num=38442.

26 “Spelling it Out,” The Economist, August 15, 2015, accessed February 18, 2017, http://www.economist.com/
news/business/21660984-internet-giants-new-corporate-structure-will-provide-more-clarity-investors-spelling-it.

27 “G is for Google,” Alphabet, accessed February 18, 2017, https://abc.xyz/.

28 Alphabet, Inc. Form 10-K 2016. February 2, 2017

29 McCracken, Harry, “At Sundar Pichai’s Google, AI Is Everything-And Everywhere,” Fast
Company, January 31, 2017, accessed March 07, 2017, https://www.fastcompany.com/3065420/
at-sundar-pichais-google-ai-is-everything-and-everywhe.

30 Ibid.

31 Jack Nicas, “Google Kills Plan to Make Modular Phone,” Wall Street Journal, September 02, 2016, accessed
March 07, 2017, https://www.wsj.com/articles/google-kills-plan-to-make-modular-phone-1472835099.

32 McCracken, “At Sundar Pichai’s Google.”

33 Tom Simonite, “Google Finally Launches a Siri Killer in Pivot Away from Conventional Search,” MIT
Technology Review, May 18, 2016, accessed March 28, 2017, https://www.technologyreview.com/s/601494/
google-finally-launches-a-siri-killer-in-pivot-away-from-conventional-search/.

34 Jonathan Thaw, “To Google: Merriam-Webster Defines ‘Google’ as a Verb (Update1),” Bloomberg, July 6, 2006,
accessed November 15, 2014.

35 Nick Statt, “More Than Half of all Google Searches Now Happen on Mobile Devices,” October 08, 2015,
accessed February 17, 2017, http://www.theverge.com/2015/10/8/9480779/google-search-mobile-vs-desktop-2015.

36 Sam Schechner, “Google Starts Removing Search Results Under Europe’s ‘Right to be
Forgotten,’” Wall Street Journal, last modified June 26, 2014, http://www.wsj.com/articles/
google-starts-removing-search-results-under-europes-right-to-be-forgotten-1403774023.

37 Valentina Pop and Tom Fairless, “Europe to Pull Trigger on Google.” Wall Street Journal, last modified April
15, 2015, https://www.wsj.com/articles/eu-to-file-antitrust-charges-against-google-1429039881.

38 “Annual Report 2005,” Research in Motion, http://www.annualreports.com/HostedData/
AnnualReportArchive/B/TSX_BB_2005 .

39 Larry Page, “Update From the CEO.” Google Official Blog, March 13, 2013, accessed November 1 2014,
https://googleblog.blogspot.co.uk/2013/03/update-from-ceo.html.

40 Greg Sterling, “Baidu Squeezing Google Out On Chinese Android Phones,” Search Engine Land, last modified
April 27, 2011, http://searchengineland.com/baidu-squeezing-google-out-on-chinese-android-phones-74887.

41 E. Ramstad, “Microsoft-Samsung Deal Strikes a Blow at Google,” Wall Street Journal, last modified September
29, 2011.

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Alphabet’s Google

42 J. Vascellaro, “Apple Ruling Hits Android” Wall Street Journal, last modified December 20, 2011.

43 L. Kelion, “Lenovo Completes Motorola Takeover After Google Sale,” BBC, last modified October 30, 2014,
http://www.bbc.com/news/technology-29833131.

44 IDC, Smartphone OS Market Share, 2017 Q1, accessed October 2017, https://www.idc.com/promo/
smartphone-market-share/os.

45 J. Nicas, D. Strumpf, and D. Mattioli, “Google Jumps Back Into Hardware With $1.1
Billion HTC Deal,” Wall Street Journal, September 20, 2017, https://www.wsj.com/articles/
google-is-set-to-buy-part-of-taiwanese-phone-maker-htc-1505934852.

46 D. Gallagher and J. Wong, “What Google Wants With HTC’s Smartphone Business,” Wall Street Journal,
September 21, 2017, https://www.wsj.com/articles/what-google-wants-with-htcs-smartphone-business-1505983282.

47 Harry McCracken, “At Sundar Pichai’s Google, AI Is Everything and Everywhere,” Fast Company,
last modified January 31, 2017, accessed March 07, 2017, https://www.fastcompany.com/3065420/
at-sundar-pichais-google-ai-is-everything-and-everywhe.

48 Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives.

49 Anthony Leather, “Google Chrome Browser Market Share Tops 20%: Leaves Firefox In Its
Dust,” Forbes, last modified August 4, 2014, http://www.forbes.com/sites/antonyleather/2014/08/04/
google-chrome-browser-market-share-tops-20-leaves-firefox-in-its-dust/.

50 “Desktop Browser Market Share,” NetMarketShare, last accessed September 2017, https://www.netmarket-
share.com/browser-market-share.aspx?qprid=0&qpcustomd=0.

51 Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives.

52 “Google Acquires Keyhole,” Wall Street Journal, last modified October 27, 2004, https://www.wsj.com/articles/
SB109888284313557107.

53 Levy, In the Plex: How Google Thinks, Works, and Shapes Our Lives.

54 Brian Womack, “Google Buys Waze in Push to Expand in Mobile Mapping,” Bloomberg, last modi-
fied June 11 2013, accessed November 15 2014, https://www.bloomberg.com/news/articles/2013-06-11/
google-acquires-software-maker-waze-in-push-to-make-maps-social.

55 Harry McCracken, “How Gmail Happened: The Inside Story of Its Launch 10 Years Ago,” Time, last modified
April 1 2014, http://time.com/43263/gmail-10th-anniversary/.

56 Michael Liedtke, “Google Snaps Up YouTube for $1.65B,” Washington Post, October 9, 2006, http://www.wash-
ingtonpost.com/wp-dyn/content/article/2006/10/09/AR2006100900607_pf.html.

57 A. Sorkin and J. Peters, “Google to Acquire YouTube for $1.65 Billion,” New York Times, last modified
October 9 2006, http://www.nytimes.com/2006/10/09/business/09cnd-deal.html.

58 Jack Nicas, “YouTube Tops 1 Billion Hours of Video a Day, on Pace to Eclipse
TV,” February 27, 2017, accessed March 07, 2017, https://www.wsj.com/articles/
youtube-tops-1-billion-hours-of-video-a-day-on-pace-to-eclipse-tv-1488220851.

59 Ibid.

60 Ibid.

61 “Introducing Google Play,” Official Google Blog, March 06, 2012, accessed March 22, 2017, https://googleblog.
blogspot.com/2012/03/introducing-google-play-all-your.html.

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800-988-0886 for additional copies.

Alphabet’s Google
23

62 Sameer Samat, “Google Play Turns 5 Today!” Google, March 06, 2017, accessed March 22, 2017, https://blog.
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63 “Number of Available Android Applications – AppBrain,” AppBrain Best Android Apps, March 22, 2017,
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64 Alphabet, Inc. Form 10-K 2016. February 2, 2017

65 Sundar Pichai, “This year’s Founders’ Letter,” Google, April 28, 2016, accessed March 28, 2017, https://blog.
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66 Alphabet, Inc. Form 10-K 2016. February 2, 2017

67 Alphabet, Inc. Form 10-K 2016. February 2, 2017

68 Ibid.

69 “Where Ads Might Appear in the Display Network,” Google, accessed March 07, 2017, https://support.
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70 Alistair Barr, “Search Deal with Apple Shows Google’s Mobile Vulnerability,” Wall
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71 Robert Guth, “Microsoft Bid to Beat Google Builds on a History of Misses,” Wall Street Journal, last modified
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72 E. Elbaz, “Ten Years Later: Lessons from the Applied Semantics’ Google Acquisition.” Allthingsd.
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73 “Why we’re buying DoubleClick,” Google Official Blog, last modified 26 June 2007, accessed November 16
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74 Dennis Berman et al., “Google to Pay $3.1 Billion for Web Firm DoubleClick,” Wall Street Journal, last modi-
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76 Danielle Newnham, “The Story of AdMob: How One MBA Dropout Sold His Business to Google for $750
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77 Ibid.

78 “Mobile App Platform & Network Benefits – Google AdMob,” Google, accessed March 07, 2017, https://www.
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79 Deepa Seetharaman, “Facebook Revenue Soars on Ad Growth,” Wall Street Journal,
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80 Facebook, Inc. Form 10-K 2016. February 3, 2017.

81 “Core Audiences,” Facebook Business, accessed February 17, 2017, https://www.facebook.com/business/learn/
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24

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82 Facebook, Inc. Form 10-K 2016. February 3, 2017.

83 Andrew Zaleski, “The ‘Controversial’ Fare Facebook is Feeding You,” CNBC, last modified April 14, 2015,
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84 Facebook, Inc. Form 10-K 2016. February 3, 2017.

85 Facebook, Inc. Form 10-K 2016. February 3, 2017.

86 “Facebook Reports Q1 2017 Revenue of $8.03 billion, Warns Again of Ad Growth,” Reuters, May 3, 2017.

87 Ginny Marvin, “Microsoft Introduces Advertisers to the Bing Network,” Search Engine Land, February 17,
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88 Ibid.

89 “Bing Network U.S. Audience,” Microsoft, last modified August 2016, accessed February 17, 2017, https://
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90 Ibid.

91 Mike Shields and Shira Ovide, “AOL Takes Over Majority of Microsoft’s Ad Business, Swaps Google Search
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92 Ibid.

93 Sahil Patel, “AOL Plans to Train More Than 600 Microsoft Salespeople on Programmatic,”
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94 Robert Hackett, “AOL is Taking Over Microsoft’s Ad Sales Business,” Fortune, last modified June 29, 2015,
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95 David Crow, “Yahoo and AOL Unite as Digital ‘Third Force’,” Financial Times, last modified July 25, 2016,
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96 Alex Johnson, “Amid Security Questions, Yahoo Says It’s Delaying Merger with Verizon,” NBC,
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97 Nick Statt, “More Than Half of All Google Searches Now Happen on Mobile Devices,” The
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98 Dan Gallagher, “How Google Fares in a Peak Smartphone Age,” Wall Street Journal,
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99 “Alphabet’s Google is Searching For its Next Hit,” Economist, last modi-
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100 Jack Nicas, “Google Tests Waters of Voice Ads on Speaker,” Wall Street Journal, last modified March 16, 2017,
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101 “Europe vs Google: Nothing to Stand On,” Economist, last modified April 18, 2015, accessed March 28, 2017,
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800-988-0886 for additional copies.

Alphabet’s Google
25

102 Sam Schechner and Jack Nicas, “EU Files Formal Charges Against Google Over Android Conduct,”
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104 Schechner and Nicas, “EU Files Formal Charges Against Google Over Android Conduct.”

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108 Jack Nicas, “Google Faces Tall Order Policing Content,” Wall Street Journal, last modified March 23, 2017,
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110 Julia Love and Narottam Medhora, “Google Parent Alphabet Profit Surges on Mobile, Video
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111 “FAQ – Waymo,” Waymo, accessed March 21, 2017, https://waymo.com/faq/.

112 Ashley Halsey, III and Michael Laris, “Blind Man Sets Out Alone in Google’s Driverless Car,” last modified
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113 “FAQ – Waymo,” Waymo, accessed March 21, 2017, https://waymo.com/faq/.

114 Biz Carson and Danielle Muoio, “Google is Spinning Out its Self-Driving Car Business Into a New
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115 Ibid.

116 Waymo LLC vs. Uber Technologies, Inc.; Ottomotto LLC; Otto Trucking LLC, (United States District Court
Northern District Of California February 23, 2017).

117 Ibid.

118 Dave Lee, “Tesla Launches ‘Autopilot’ Update But Urges Caution,” BBC News, last modified October 14, 2015,
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119 Cadie Thompson, “Elon Musk: Fully Autonomous Tesla Will Drive Across the Country By the End of
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120 James R. Hagerty and Greg Bensinger, “Uber’s Self-Driving Cars Debut in Pittsburgh,” Wall Street
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26

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122 “About Mobileye,” Mobileye, accessed March 28, 2017, http://www.mobileye.com/en-us/about-mobileye/.

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800-988-0886 for additional copies.