Harvard Case - Google: To TVC or Not to TVC?
"Google: To TVC or Not to TVC?" Harvard business case study is written by William R. Kerr, Carl Kreitzberg. It deals with the challenges in the field of Human Resource Management. The case study is 25 page(s) long and it was first published on : Sep 24, 2019
At Fern Fort University, we recommend that Google proceed with the TVC campaign, but with a strategic approach that prioritizes brand building and long-term impact over immediate sales. This strategy should leverage Google's existing strengths in technology and analytics to track campaign performance and optimize for maximum reach and engagement. The campaign should also incorporate a strong focus on diversity and inclusion, reflecting Google's values and appealing to a wider audience.
2. Background
The case study focuses on Google's decision to launch a TVC campaign for its search engine in 2007. The company faced a crucial juncture, needing to expand beyond its online dominance and reach a broader audience. The main protagonists are:
- Eric Schmidt: CEO of Google, leading the company's strategic direction.
- Omid Kordestani: Chief Business Officer, responsible for revenue generation and marketing.
- Marissa Mayer: Vice President of Search Products and User Experience, advocating for a more user-centric approach.
3. Analysis of the Case Study
The case study presents a classic dilemma for a company transitioning from a niche market to mainstream appeal. We can analyze Google's situation using the Ansoff Matrix, a strategic planning tool:
| Strategy | Product | Market | Example |
|---|---|---|---|
| Market Penetration | Existing | Existing | Increase search engine usage among existing users |
| Market Development | Existing | New | Expand to new geographic markets |
| Product Development | New | Existing | Introduce new features and services |
| Diversification | New | New | Enter a completely new market with new products |
Google's TVC campaign represents a market development strategy, aiming to reach a new audience beyond their existing online user base. This decision was driven by several factors:
- Increased Competition: Microsoft's Bing search engine was gaining traction, necessitating a proactive response.
- Brand Awareness: While Google was a household name online, it lacked the same recognition offline.
- Market Saturation: The online search market was becoming increasingly competitive, requiring expansion into new channels.
However, the decision also presented challenges:
- Cost: TV advertising is expensive, requiring significant investment.
- Brand Perception: Google's brand image was closely tied to its online presence, and a TV campaign could potentially dilute its core values.
- Measurement: Measuring the effectiveness of a TV campaign compared to online marketing strategies was difficult.
4. Recommendations
To address these challenges, we recommend the following:
- Strategic Targeting: Instead of a broad-based campaign, focus on specific demographics and interests that align with Google's core values and target audience. This allows for more targeted messaging and efficient allocation of resources.
- Creative Differentiation: The TVC should be memorable and unique, showcasing Google's innovative spirit and user-centric approach. This can be achieved through creative storytelling, humor, and engaging visuals.
- Integrated Marketing: The TV campaign should be integrated with online marketing efforts, creating a cohesive brand experience across different channels. This includes leveraging social media, search engine optimization (SEO), and content marketing.
- Data-Driven Optimization: Utilize Google's technology and analytics capabilities to track campaign performance and make real-time adjustments. This includes measuring reach, engagement, brand awareness, and ultimately, conversion rates.
5. Basis of Recommendations
Our recommendations are based on the following considerations:
- Core Competencies and Consistency with Mission: The TVC campaign should align with Google's core values of innovation, user-centricity, and accessibility. The campaign should showcase these values through creative storytelling and engaging visuals.
- External Customers and Internal Clients: The campaign should resonate with both existing and potential customers, while also appealing to internal stakeholders who are invested in Google's success.
- Competitors: The campaign should differentiate Google from competitors like Microsoft Bing, highlighting its unique strengths and value proposition.
- Attractiveness: The campaign should be measured against key performance indicators (KPIs) such as reach, engagement, brand awareness, and ultimately, conversion rates. This data will inform future campaign iterations and optimize resource allocation.
6. Conclusion
Google's decision to launch a TVC campaign was a strategic move to expand its reach and maintain its market leadership. By implementing a targeted, creative, and data-driven approach, Google can leverage the power of television to strengthen its brand image, attract new users, and ultimately, drive business growth.
7. Discussion
Other alternatives not selected include:
- No TVC campaign: This option would have allowed Google to focus on its existing online marketing efforts, but risked losing ground to competitors in the offline space.
- A more traditional TVC campaign: This option would have been less targeted and potentially less effective in reaching Google's desired audience.
The key risks associated with our recommendation include:
- High cost: TV advertising is expensive, and the campaign may not generate a return on investment (ROI) if not executed effectively.
- Negative brand perception: A poorly executed campaign could damage Google's brand image and alienate existing users.
- Limited measurement: Measuring the effectiveness of a TV campaign compared to online marketing strategies is challenging.
8. Next Steps
To implement our recommendations, Google should:
- Develop a detailed campaign strategy: This should include target audience, messaging, creative execution, and measurement plan.
- Allocate resources: Secure budget and personnel to support the campaign.
- Launch the campaign: Execute the campaign across chosen television channels and platforms.
- Monitor and analyze results: Track key performance indicators (KPIs) and adjust the campaign as needed.
By following these steps, Google can successfully leverage the power of television to build its brand, reach new audiences, and solidify its position as a global leader in search and technology.
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Case Description
In late 2018, evidence emerged that many of Google's temporary help agency workers, vendors, and independent contractors ("TVCs") were unhappy with the company. TVCs, who reportedly made up 49.95% of Google's 170,000 person global workforce, had raised concerns of mistreatment, citing instances of pay inequity, social exclusion, and physical endangerment. "Flexible" workers, such as TVCs, were often seen as a key cog for Silicon Valley's IT companies: they made workforces scalable, they helped firms get access to specialized knowledge for temporary projects, and they boosted innovation by creating "knowledge spillovers" between firms. But, at the same time, many onlookers worried that flexible work arrangements were aggravating social inequality and making more jobs precarious. Google employees, major media outlets, and politicians demanded that the company change its policies on TVCs. One suggestion was that Google convert all of its TVCs to full-time status by early 2020. As tensions reportedly escalated between Google's workforce and its management team, some began to wonder if Google was still an employer of choice.
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