...........................

FINAL PROJECT
GOOGLE
BECAME ALPHABET
Group 05:

Tran Gia Huy 2181524

Bui Thai Minh Hy 2182130
Nguyen Hoang Thien Kim 2183813
Nguyen Vu Thanh Ngan 2180458
Kieu Thi Tuyet Quyen 2184493
Thai Bao Tran 2182102

Instructor: Nguyen Duy Truong

Subject: Change Management
Class: 0400
Semester: 2033
June/ 2021

2
 FINAL PROJECT
GOOGLE BECAME ALPHABET

ASSIGNMENT SHEET
PERCENT
ID
MEMBERS TASKS WORK
STUDENT
DONE
Tran Gia Huy 2181524 Chapter 01 0%
Chapter 04
Bui Thai Minh Hy 2182130 90%
SWOT analysis
Chapter 03
Nguyen Hoang Thien Kim 2183813 80%
PESTLE analysis
Chapter 05
Five Forces analysis
Nguyen Vu Thanh Ngan 2180458 100%
Collecting information
Do the Project
Chapter 03
Kieu Thi Tuyet Quyen 21804493 85%
PESTLE analysis
Chapter 04
Thai Bao Tran 2182102 SWOT analysis 100%
Collecting information
 ACKNOWLEDGEMENT

We would like to express our special thanks to my teacher - Mr. Nguyen

Duy Truong who gave us the opportunity to do this project on the topic Google
became Alphabet and provided invaluable guidance throughout this research.

Our completion of this project could not have been accomplished

without the support of all members in our team.

Finally, we would also like to thank the writers and researchers who
researched work and provided important information for our project.

Sincerely,
 INTRODUCTION

The people who work at organization will tell you all they need to know
about the importance of changing. Their personal narratives, which usually
follow a similar pattern, often reveal how their bosses make them feel. They
may start with praise for the individual’s talent and enthusiasm but then quickly
move to criticisms for failing to communicate well or being too critical.

Co-founder of Google said “If you are not doing some things that are
crazy, then you are doing the wrong things.” So that, we know change is really
necessary. Change to find more opportunities to develop. Change to get
invaluable experiences. This project mentions about Google – one of the most
successful company changed their structure.

iv
 TABLE OF CONTENTS
ACKNOWLEDGEMENT.....................................................................................iii
INTRODUCTION..................................................................................................iv
TABLE OF CONTENTS........................................................................................v
TABLE OF PICTURE...........................................................................................vi
Chapter 01: Introduction of Google.......................................................................7
1.1. What is Google?.......................................................................................7
1.2. Products and services of Google...............................................................9
Chapter 02: Overview of Industry and Existing Competitive Environment................10
2.1. Five Forces Analysis...............................................................................10
2.2. SWOT Analysis......................................................................................12
2.3. PESTLE Analysis...................................................................................14
Chapter 03: Google before changing....................................................................18
3.1. Google’s revenue....................................................................................18
3.2. The previous structure............................................................................18
3.3. Why Google need to change?.................................................................20
Chapter 04: Google to Alphabet...........................................................................21
4.1. What is Alphabet?...................................................................................21
4.2. Google restructured.................................................................................21
4.2.1. The new structure.........................................................................21
4.2.2. Reviews of the structure...............................................................22
Chapter 05: Evaluation of change........................................................................23
CONCLUSION......................................................................................................25

v
 TABLE OF PICTURE

Picture 1 - A cyclist and a self-driving car at Google’s HQ in California in

2012.................................................................................................................... 8
Picture 2 - Google's growth chart on the stock market over the last 5 years........8
Sourse: NASDAQ...............................................................................................8
Picture 3 - Google Products : Ten Incredible Launches we little know about
(alphansotech.com).............................................................................................9
Picture 4 - SWOT analysis................................................................................12
Picture 5 - PESTEL analysis.............................................................................14
Picture 6 - Annual revenue of Google from 2002 to 2015(in billion U.S. dollars)
..........................................................................................................................18
Picture 7 - Google’s current operations.............................................................19
Picture 8 - Alphabet’s Logo..............................................................................21
Picture 9 - Alphabet owns several subsidiaries including.................................21
Google, Calico, Chronicle, GV, Capital, Verily, Way Mo, X and Google Fiber.
Source: SEC......................................................................................................21

vi
 Chapter 01: Introduction of Google

1.1. What is Google?

Google was established in 2008 in California as a firm that provided an

Internet search engine that "understands exactly what you mean and offers you
exactly what you want." The search engine designed by Google founders Larry
Page and Sergey Bryn was called "Google" as a play on the word "googol,"
which is a mathematical term for a 1 followed by 100 zeros. Google handles
more than 70% of all global online search inquiries, putting it at the center of
most Internet users' experiences. Mountain View, California is location to the
company's headquarters. According to Forbes, Google is the third most valuable
brand in the world, behind Apple and Microsoft, with a brand value of $66
billion.

Vision: Google’s vision is “to provide access to the world’s information in

one click.” To make search engines so powerful that they would understand
“everything in the world”. The nature of the company's operations is a direct
reflection of its vision statement. Google's most popular product, for example, is
its search engine service. People can quickly get information from all over the
world with this product.

Mission: Google’s mission is “to organize the world’s information and

make it universally accessible and useful.” The global search engine has
contributed to developing the digital world. It has made life easier. All it takes
to gather information now is a click of the mouse. Google has continued to
demonstrate innovation, creative and profession in technology to deal with any
problem that company need. It has completely transformed the global economy.
Corporations, customers, consumers and just about anyone can now easily
access business information anytime and anywhere.

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 Picture 1 - A cyclist and a self-driving car at Google’s HQ in California in 2012.

Photograph: JustinSullivan/Getty

In August 2015, Google officially changed its name to Alphabet Inc., split
up and became multiple subsidiary companies, including one called Google Inc.
The possession of these companies is Alphabet. For consumers, there is not
much changed by the way. Alphabet is represented as GOOG on the NASDAQ
stock exchange, just the same as Google used to be.

When it first went public, Google was hailed as Wall Street's darling. On
its first day of trade, its market value climbed by $27.2 billion, making it larger
than Ford (F) and General Motors (GM).

Picture 2 - Google's growth chart on the stock market over the last 5 years.

Sourse: NASDAQ

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1.2. Products and services of Google

Google provides web-based products, these are search tools, advertising

services, communication and publishing tools, map-related products, etc. They
also serve customers by Google Cloud Platform, Fiber, YouTube TV and so on.

Google introduced Gmail, the world's most popular email service, on April
1, 2004. Google was listed on Wall Street in August of the same year. Google
purchased YouTube, an online video sharing platform, in 2006. Google released
their well-known Android operating system in 2007.

Picture 3 - Google Products : Ten Incredible Launches we little know about (alphansotech.com)

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Chapter 02: Overview of Industry and Existing Competitive Environment

2.1. Five Forces Analysis

Porter's Five Forces is useful. It helps you discover who has the most
power in a given situation. It can also show you if a product or service is likely
to be profitable. The tool assumes that there are five forces that determine
competitive power in a business situation. These forces are:

Competitive Rivalry or Competition: Strong Force

- There are a large number of companies in the IT and internet services

industries (strong)
- A wide range of technology companies (strong)
- Customers have low switching costs (strong)

Google competes with a number of companies, including Yahoo, Bing,

Apple, and others. The largest service provider, which offers Google Fiber,
Google Class, and Chromecast, is still in development. The key reason for its
fierce rivalry is the low switching costs, as transferring to other competitors is
extremely simple for all users.

Bargaining Power of Google’s Customers: Weak Force

- Individual Google clients are small in size (weak)

- Buyers’ demand is high and growing (weak)
- Customers collect data of moderate quality (moderate)

There is over 1 billion users (searching 1.17 billion people use Google
search, Unique searchers worldwide in December 2012). Google announced
over 2 billion monthly active devices on Android.

Bargaining Power of Suppliers: Weak Force

- Supply is readily available (weak)

- A large number of suppliers (weak)
- Google's various vendors range in size from small to medium (weak)

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 Because there are so many providers to choose, the power of the suppliers
that Google finds is limited. In this case, switching from one supplier to the
other becomes easily than ever. Two little suppliers of Google is:

COLOPL: is a Japanese Internet Technology company - specializes in

mobile solutions - which helps Google is app integration to the Google Play
store - it receives 47.8% of its revenue conducted.

KLAB: is a Japanese company - provider of system integration solutions

for social networking, mobile and cloud computing - integration and cloud
infrastructure solutions generate 36.6% of its total revenue from Alphabet.

Threat of Substitutes (Substitution): Moderate Force

- Switching costs between Google and replacements are moderate

(moderate)
- Substitutes are moderately to highly available (moderate)
- The performance-to-price relation of substitutes is low to moderate (weak)

Television, print media, radio, and a variety of other advertising channels

all contribute to the danger of Google being replaced, but only to a limited
extent. The availability of a large number of replacements, as well as lower
switching costs, are 2 main external factors that contribute. Low switching
costs, like the one described later, make it very easy for customers to change to
other products because they have a variety of options in this circumstance.

Threat of New Entrants (New Entry): Moderate Force

- The expense of conducting business is moderate (moderate)

- Brand development is expensive (weak)
- The ability of businesses to meet regulatory requirements in general
(strong)

Because the cost of entering the business for every new company is not
prohibitively high, other companies can easily enter the market and compete
with Google. Also, providing the complete comfort to the regulatory
requirements of the users is not difficult, so new entrants can quickly create a
large reputation and compete well against Google.

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 Competitive rivalry or competition exerts a strong force on Google,
according to this analysis of the organization. External forces such as the threat
of replacements and the threat of new entrants are very small issues in the
industry environment of an internet corporation. In the information technology
and online services market, buyers' bargaining power and suppliers' bargaining
power are both important external factors. According to this Five Forces
analysis, Google should focus on addressing the powerful force of competition.
The corporation should adopt initiatives to increase its market position and
competitive advantages in Internet advertising and other online services,
according to the analysis. As a technology company, Google, for example, must
always innovate and continue to survive of new information technology and
related technical applications.

2.2. SWOT Analysis

Picture 4 - SWOT analysis

Strengths & Opportunities

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 - S4&O1: Google has successfully adapted to mobile technology and
Android, offering the potential to compete directly with Apple's iPhone.
Google.
- S5&O2: Google’s revenue skyrocketed in 2019 thanks to advertising
on YouTube and Cloud computing. YouTube advertising generated $15.15
billion in revenue in fiscal 2019, of which the fourth quarter alone contributed
$4.72 billion. Google's cloud business generated $8.92 billion in revenue in
fiscal 2019, with $2.61 billion generated in the fourth quarter.
Opportunities & Weaknesses
- O4&W2: In 2019, the company made 83.9% of its total revenue from
advertisement related projects. If anything affects the economy that impacts
advertising it will impact Google's primary revenue. So, Google has diversified
its revenue strategy to create a non-advertising business model. In recent years,
Google has introduced paid services such as: Google Cloud, YouTube TV
subscription, Google Play (sales of apps), Hardware (Nest, Pixel phones, Fitbit)
etc. 
- O2&W1: Cloud computing is a convenient tool but it can also cause
trouble for the users when they don’t know how it works and lead to data is
being leak
Weaknesses & Threats
- T4&W5: The launch of Social Media like Facebook, Twitter becomes
a threat to Google because of the diversity in the app. Nowadays, these Social
Media also have a tool search integrated. But after all of this, Google still has
90,8% market share all over the web, mobile phone and apps
- T1&W4: Some social media companies like Facebook and Twitter
appeared. To protect its interests, Google tried to launch several social media
platforms like Google Plus without success, but failed to attract attention and
forced the company to shut it down.
The main problem with Google+ is that the social network is designed to
look too much like Facebook plus it appeared on the market too late and only
supported Google's revenue.

Page | 13
 So, the company needs to make its products really unique and different
instead of following the path of competitors.
Strengths & Threats
- S3&T4: Although there have been many competitors throughout the
evolution of Google but the number of users is still maintained each year.
- S1&T3: Until now, the search engine on Facebook was still limited
and the results showed the most recent posts, totally contradicted to Google.

2.3. PESTLE Analysis

Picture 5 - PESTEL analysis

Political & Social

- P2&S1: Strong political and governmental stability in the United
States and other key markets, will be an external factor that has created the
greatest potential for Google to grow in the global tech industry. Google needs
to continuously expand its business. Along with the growth in the number of

Page | 14
smartphone and internet users today has led to an increase in the use of other
social media as well. To accommodate the diversity of clients and their
preferences, Google's algorithms must be improved. So, in the current situation.
Google needs to build a strong plan to build its business in the mobile
technology sector, raising revenue from device-based advertising, in order to
continue to lead in the internet and social media related companies. By
increasing the number of users, you can improve mobility and location.
Innovating YouTube's operations to further grow its customer base.
- P5&S2: The EU already has laws and regulations that target US-based
technology companies, especially large multinationals like Google. Google has
also become the target of Anti-Trust issues. The European Union has accused
them of advertising their own shopping services. Many people do not trust
Google because they think that Google has too much control over the flow of
information, using users' personal data to collect information. news for ad
targeting. Google should put in place policies regarding user data and privacy
before data collection for different purposes, change the way it performs
searches, censor information more strictly should prioritize privacy issues,
copyright issues, US and foreign government regulations, and interventions and
actions in the US and elsewhere. It is important to respect international culture
to win the trust and loyalty of customers in other countries.
Political $ Economic
- P1&E2: Free trade agreements are a beneficial political externality and
provide opportunities for multinationals like google. Businesses are free from
political and diplomatic stress because their job is business and not get involved
in politics. Along with the rapid economic development of developing countries
and the economic stability of major markets has created an increasing number
of technology users. With this, Google should establish better services and
products for their users and expand the product to other countries. Google has
the opportunity to introduce its luxury technology products to the market. Based
on free trade agreements, Google can focus on growing its online and offline
operations. Additionally, higher economic activity means more business online
and more cost for advertising.

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 - P2&E5: Stable political situation is a favorable factor for the
development of google, especially in the current globalization era. This is an
opportunity for Google to spread its presence to other countries. other
developing countries. The purchasing power of consumers in other countries is
gradually increasing as they face economic growth and so technology-based
brands like Google can find newer markets to develop their products. . Google
needs to have an in-depth plan for product development, launch products that
match the purchasing power of customers in other countries, expand the
distribution of technology devices, and invest in innovation to bring products
that stand out, attract users over competitors to grow their global user base, such
as cloud services, mobile apps, and new Pixel devices.
Social & Technology
- S3&T2: The ubiquity of the Internet maximizes the company's
efficiency in distributing its digital products. Choosing large retailers as sales
agents like Pixel also helps Google increase its ability to reach large populations
of target consumers. Since then, Google has many development opportunities
based on increase Internet access in developing countries.
- S4&T1: In the US, Google's main market, ad blockers focus mainly on
high-income groups and young people. These are also the two groups that spend
the most time on the Internet. In a situation where advertising is becoming
increasingly difficult, in addition to focusing on developing artificial
intelligence (AI), Google should have the most specific strategies such as
granting control of advertising to users, improving the mechanism of
advertising operation, etc.
Economic & Technology
- E2&T4: The rapid pace of development in the developing world is
also an economic externality that equates to significant business growth
opportunities for Google. For example, the company could expand the
distribution of mobile computing devices. In addition, the declining cost of
renewable energy presents an opportunity to increase Google's energy supply.
Furthermore, the increasing use of cloud services is a technological element that
gives Google the opportunity to improve its revenue in this market. For

Page | 16
example, the company can implement more aggressive marketing strategies to
develop its cloud computing services.
- E1&T3: Google's business is dependent on economic trends and
determines a customer's willingness to pay for IT services. Therefore, continued
mobile usage worldwide gives the company the opportunity to grow through
higher smartphone sales and wider use of the Google Play Store through
Android devices. The company can improve the mobile-friendliness of its
products to ensure wider adoption by mobile users.

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 Chapter 03: Google before changing

3.1. Google’s revenue

Operating in the Internet field, but 96% of Google's revenue comes from
advertising. According to Google's financial statements for the first three
months of 2013, the company's total revenue reached 14 billion USD, up 31%,
of which profit reached 3.35 billion USD. An impressive business result for a
company that was only founded in 1998. What is even more shocking being that
96% of Google's revenue comes from online advertising Google AdWords and
AdSense, rather than from search services. Search or cloud computing.

Google leaders argue that providing ads that match the information the
user is looking for increases the likelihood that this person will see the ad. The
reality has proven that this smart, modern business form of Google has been
successful with Google having surpassed many famous tools for a while like
Yahoo to maintain its current leading position in the public sector global search
engine.

Picture 6 - Annual revenue of Google from 2002 to 2015(in billion U.S. dollars)

Although Google's revenue did not meet expectations, this did not make
investors angry, but on the contrary, investors were satisfied with Google's
business results. After the first quarter of, 2015 the financial report was
released, Google's share price increased by 3.5%, reaching 577USD/share.

Page | 18
3.2. The previous structure

Previously, Google had a multi-functional structure. It follows the

traditional corporate structure of having employees at the bottom and
supervisors at the top. This method of organization allows for decisions to be
made at the top while the bottom-most staff members are responsible for the
orders sent down. Using functions as the basis for grouping employees,
including groups: technical, knowledge, YouTube and video, nest, maps,
biomedical research, advertising and commerce, Android, Chrome, and apps.

Picture 7 - Google’s current operations

Source: SEC

Each team member has a unique role and responsibilities that allow them
to participate in decision-making. This structure also enables employees to
work seamlessly across different departments and regions.

The following are key features of Google's corporate structure:

Function-based: This structure refers to the grouping of resources and

processes based on the company's business functions. The practice of operations
management is developed and defined through these teams at the company's
headquarters.

Product-based: Responsible for developing new products and addressing

the company's various marketing goals. This structure enables the company to
respond to the needs of its consumers and compete in a fast-changing market.

Page | 19
3.3. Why Google need to change?

Everyone is productive because Google sorts people by their areas of

interest, and a strong base helps people deliver their best. Employees can be
more flexible and interact more easily in a flat company, which helps them
perform better. Support employees to foster creativity, development and drive
innovation with minimal delay. Clear focus, pooling resources from multiple
departments to create the best products worldwide. From there, it is possible to
analyze the capacity of managers and employees. Cross-functional
collaboration is supported by high dynamics.

Besides the benefits listed above, Google's structure has certain

disadvantages. Management is difficult due to the clumsy apparatus. This type
of structure can also lead to poor inter-departmental communication, situations
where parts do not work together, and inter-departmental conflict. Working on
multiple projects can also affect the working relationship between employees
and management. In a business, excessive competition can inhibit the
development of healthy relationships among employees. Divisions are
segmented geographically, by product line, or by marketing area within the
divisional structure, and each division is made up of employees from different
parts of the company, resulting in ease of use. easily compete. Because there is
no command line in Google's matrix organization, employees work in teams of
their creation and organization. Employees may switch teams to work in areas
where they need or want to work, which can be confusing and frustrating for
employees due to unclear reporting lines. When employees are working on
multiple projects, prioritizing can be difficult.

Therefore, to solve the aforementioned problems, Google has to

restructure. The move to Alphabet will give Google more operational space,
allowing previously important parts of the company to operate independently
and with their leadership teams. When a company can establish the right
policies, it is better positioned to thrive. Separating business divisions into
subsidiaries will give projects more freedom as they will be run as a separate
legal company from their management structure.

Page | 20
 Chapter 04: Google to Alphabet

4.1. What is Alphabet?

Alphabet founded in October 2, 2015. Alphabet is essentially a collection

of companies. Of course, the biggest of them all is Google. This newer Google
is scaled down a bit, instead featuring companies far from our main internet
products in Alphabet such as: Life Sciences (that works on the glucose-sensing
contact lens), and Calico (focused on longitude). This allows Alphabet more
management scale, as they can run things independently that aren't very related.

Picture 8 - Alphabet’s Logo

4.2. Google restructured

4.2.1. The new structure

Picture 9 - Alphabet owns several subsidiaries including

Google, Calico, Chronicle, GV, Capital, Verily, Way Mo, X and Google Fiber. Source: SEC

Page | 21
 In August 2015, Google announced plans to create a new company, called
Alphabet. Google CEO Larry Page made the official announcement on the
Google blog. Alphabet was created to restructure Google by transferring
Google's subsidiaries to Alphabet, thereby narrowing the scope of Google's
operations. Google shares are also converted into Alphabet shares as "GOOG"
and "GOOGL" by Google.

Overall, the restructuring has been a financial success for Alphabet. The
stock price is up more than 85%, especially the price of Google soars with
quarterly revenue up more than 13 billion dollars since the second quarter of
2015. This has helped Google be able to separate from unrelated parts to be able
to maximize what Google intends. So that, after establishing Alphabet, Nest
focuses on developing smart homes, Sidewalk Labs focuses on solving urban
problems. Google will focus more on the original mission. If a failure happens
to other projects in progress, it will not affect Google.

4.2.2. Reviews of the structure

Once Page, Schmidt, and Bryn join Alphabet, Google will have a new
CEO: Sundar Pichai, who was previously the CEO of Android and also
Google's product chief from October 2014. Pichai is so essential to Google that
some have theorized that maintaining him in the firm was the driving force
behind the reshuffle: rumors are circulating that Pichai was willing to leave and
join Apple.

With its new structure, Google will be able to give operating divisions
greater autonomy in making choices, allowing the company to remain more
flexible. Analysts are attempting to find the hidden benefits of the
reorganization for Google. For one thing, the complicated process by which the
restructure was carried out hints that there's more to it than meets the eye.

The company's most important product is the search engine, or more

precisely a combination of search engine and search advertising, which allowed
the company to earn $104 billion or 57% of total revenue in year 2020.

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 Chapter 05: Evaluation of change

Following Lewin’s 3-step Change Model, it can be said that Google was
unfreezing by convince the shareholders that restructuring can help them pay all
their attention on the business and set to provide more financial transparency.
Alphabet will break out financial results for Google Inc., as well as for the
overall company. While investors will not be able to see individual results for
other companies, the system will make it easier to get a sense of how Google’s
core business is doing. The difficulty here is the restructure will give employees
wide latitude to explore and pursue whatever they wish, while Google’s current
theory of value creation is essentially to funnel its vast profits from the search
and advertising business.

In moving, it helps Google develop by making more projects or have the

right to make appropriate policies. Especially, Larry Page assigned Mr. Pichai
control for most of Google's major products last October, effectively making
him the CEO of most of Google's core products. He now holds the position of
CEO of Google Inc. Google then considered appointment of the department
executives as directors of subsidiaries.

The products and services that customers receive did not change when
Google restructured. The great majority of Google's users mainly use services
that are firmly associated with Google. YouTube, Gmail, search, Maps,
advertisements, Android, photographs, and other services will function in the
same way they do now.

The reorganization will allow Google a much space to focus on internet

business. So far, the restructuring looks like a win financially. The stock price is
up more than 85 percent and the Google side of the business has gone
gangbusters, with quarterly revenues surging by more than $13 billion since the
second quarter of 2015 under its new CEO, Sundar Pichai.

However, it had not completely moving. Google keeps its business intact.
There is a comment that "The name changes but things sound like they pretty
much stay the same."

Page | 23
 Although it was only a name change, it actually impacted Google's core
business. Alphabet will use Google's profits to spend on projects like driverless
cars and hot air balloons with internet. A thing need to change here is upgrade
Google's products and services. If one day, people prefer watching Netflix than
YouTube or they can easily check the way with price by using app like Uber,
Grab… instead of Google maps.

Page | 24
 CONCLUSION

Changes happen every minute, every day. So, nothing stays the same and
change is inevitable. We almost afraid of change because If we are successful,
we will have many financial options to continue growing in their own direction.
If it fails, each company will have to deal with the related problems themselves.
But, if we change, we have 30% success, if not, we definitely failed.

Each movement in work is an encouragement to attempt something new or

take a new opportunity. Of course, we may refuse these invites, but it's vital to
think about the advantages a new experience or opportunity will offer us or our
projects. It's all too simple to disregard these opportunities as dangerous.
Actually, Google is a successful company. They must certainly know how to
talk themselves out of a victory.

Page | 25
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