Q1. What industry does Google operate in at the time of the case? How would you assess the attractiveness of this industry at the time of the case?

 [DEFINE THE INDUSTRY THEN USE PORTERS FIVE FORCES (have a sub-heading for each force and then write a paragraph below it) - use only case facts]

[Keep in mind that this question requires defining the industry and a complete analysis using Porters Five Forces model with a conclusion supported by that analysis.]                   

Q2. What (generic) competitive strategy does Google pursue?

Briefly support your argument using any advantages this strategy draws upon. How likely is the company to succeed by pursuing this strategy given the competitive situation at the time of the case (is the strategy viable)?

(CHOOSE FROM: FOCUSED LOW COST, OVERALL LOW COST, BROAD DIFFERENTIATION OR FOCUSED DEIFFERENTIATION) - DO NOT USE BEST COST AS A COMPETITIVE STRATEGY!                                 

Q3. How do complements impact the attractiveness of Google's business? Explain your answer (Briefly).

Complements often have a significant impact on the attractiveness of a company's offerings.

Q4. What specific resources or capabilities (you should analyze two separate resources/capabilities) are critical for Google? Are these resources or capabilities sources of competitive advantage? Sustainable competitive advantage? How does Google utilize these (and other) resources/ capabilities (i.e. is Google organized to leverage its resources and achieve a sustained competitive advantage; how do they fit together)?

YOU CAN NOT HAVE A PRODUCT AS A VRIO RESOURCE AND CAPABILITY

http://www.academia.edu/2766563/An_Evaluation_of_a_Company_s_Resources_and_Capabilities_Achieving_and_Sustaining_Competitive_Advantage_in_Nigerian_firms

Q5. Is there a clear attempt at a blue ocean strategy in the case? If so, explain this blue ocean strategy in terms of customers and competitive strategy, including factors eliminated/reduced and factors raised/created. If not, explain why the offering does not attract non-customers of the industry and why the offering does not fundamentally alter the value proposition (ERRC).