The Battle Between Apple, Microsoft and Google
The Battle Between Apple, Microsoft and Google:
Strategic Lessons from a Converging
Internet Industry 2000-2010
Case study
Reference no 310-245-1
This case was written by Markus Schimmer, Professor Dr. Günter Müller-Stewens and Peder
Sponland, University of St Gallen. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation.
The case was compiled from published sources.
© 2010, University of St. Gallen
No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner.
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Introduction
From the first discussions of a “galactic network” in 1962, the Internet has developed into an enormous information infrastructure. While it has initially been a governmental research tool, its full public access in 1994 propelled the network into a global cultural phenomenon. Four years after its public initiation, already more than 50 million private users were online, followed by an unlike larger number in the years thereafter. With about 2 billion users in 2009, the Internet has also grown into an own global economy of unprecedented size. This new economy is driven by a relentless force of technological and conceptual innovations stemming from an innumerable number of parties scattered around the globe. Its speed of change and innovation make it to a highly competitive arena.
Apple, Microsoft and Google have been the most successful companies within this arena for a long time. Throughout the previous decades, they have internalized the economic laws and
technological
Strategic Lessons from a Converging
Internet Industry 2000-2010
Case study
Reference no 310-245-1
This case was written by Markus Schimmer, Professor Dr. Günter Müller-Stewens and Peder
Sponland, University of St Gallen. It is intended to be used as the basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation.
The case was compiled from published sources.
© 2010, University of St. Gallen
No part of this publication may be copied, stored, transmitted, reproduced or distributed in any form or medium whatsoever without the permission of the copyright owner.
ecch the case for learning
Distributed by ecch, UK and USA www.ecch.com All rights reserved
Printed in UK and USA
North America t +1 781 239 5884 f +1 781 239 5885 e ecchusa@ecch.com
Rest of the world t +44 (0)1234 750903 f +44 (0)1234 751125 e ecch@ecch.com
310-245-1
Introduction
From the first discussions of a “galactic network” in 1962, the Internet has developed into an enormous information infrastructure. While it has initially been a governmental research tool, its full public access in 1994 propelled the network into a global cultural phenomenon. Four years after its public initiation, already more than 50 million private users were online, followed by an unlike larger number in the years thereafter. With about 2 billion users in 2009, the Internet has also grown into an own global economy of unprecedented size. This new economy is driven by a relentless force of technological and conceptual innovations stemming from an innumerable number of parties scattered around the globe. Its speed of change and innovation make it to a highly competitive arena.
Apple, Microsoft and Google have been the most successful companies within this arena for a long time. Throughout the previous decades, they have internalized the economic laws and
technological