Google Business Strategy Case Study

1) Mission:

A mission is something which refers to the context of the business which will assist to reach the set target point or goal. For a strategy to be implemented there has to be a vision, without a mission set the strategy can be reflected which may affect the business to grow or it may affect the business in a negative way in which case the business may have to close down. Google’s mission is to organise the world’s information and make it universally accessible and useful. Public sector organisations (such as local councils, colleges and hospitals) provide services and increasingly seek to project quality, value for money, green issues, concern for staff (equal opportunities) and so on as missions.

2) Vision:

A vision is defined

Which is getting all their product produced according to the specification, selling in a wide variety of countries, selling a certain number of devices in the allocated period of time to determine the demand for the product.

4) Goal:

Goals are the most important tools if a business is looking to achieve success. For any business setting goals would help them for a certain period of time and during that process doors will be open to set newer goals for the future. A mission and vision has to be clear and set accordingly to set goals and achieve them, but achieving a goal can tuff at times because goals can only be achieved by well-established objectives which are assisted by perfect strategies.

Huawei, since their new flagship smartphone is a big hit in the market, are running out of stock due to high demand, therefore they have set a goal to produce 1 million units in the coming months.

5) Core Competencies:

Core competencies are the basically concentrated areas of the business which carries fundamental platforms. In other words, these are priority agendas or principles that are used to fulfil the goals of the

Strategic Planning

Strategic planning is frequently alluded to as corporate planning because it manages the entire organisation. If planning is not connected to a long haul procedure it is liable to end up a normal errand as opposed to an opportunity for improvement. Organisations endeavoring to get by with a standard methodology are unrealistic to make due in the inexorably competitive world that faces them.

The Strategic Planning Process

The process will vary according to the type and size of organisation, the organisation 's current activities and its ideal future direction.

The procedure will change as indicated by the sort and size of association, the association 's present exercises and its optimal future bearing.

The strategic planning process has three distinct stages:

* Strategic analysis in which an exhaustive appraisal of the organisation is undertaken, covering its objectives, its resources and capabilities, its external influences and its future potential.

* Strategic choice, in which the strategic options that exist are viewed as and the most suitable one chose.

* Strategic implementation, in which the selected strategy is developed and put into