» Silicon Alley Insider reports that job supersite Monster has purchased Yahoo!'s HotJobs for $225 million in cash, combining two giants in job sites. SAI indicates a traffic agreement. It'll generate some extra income for Yahoo! to (possibly) reinvent itself. (0)
Tagged / yahoo
Google’s Brilliant Cloud Conversion Plan
18 Jul 09 / by Mark Bao / Startups, Technology / / Comments
Gist: Google gives campuses free, branded, ad-free usage of Google Apps, their cloud offering, familiarizing the students with the product, which will result in workplace purchases (which do generate revenue for Google.) They hold almost a 60% market share in campuses that recently migrated to cloud email and services options. Google’s smart in targeting campuses: they are also the perfect adoption point for Google Chrome OS.
Advertising Age recently profiled Google’s brilliant Cloud conversion plan targeting college campuses. It’s a fantastic article documenting how Google is going for wide adoption of their OS.
For more than two years, Google has approached colleges and universities with a near-unbeatable offer: provide unlimited hosted e-mail and other applications, all branded by the institution and delivered free of charge.
The colleges take the hook of using Google (GOOG) for replacing their IT infrastructure, and it gives an immense cost-benefit. AdAge says that Google signs up 70 to 75 campuses per quarter (!), an astounding rate, given how large of a market they have. With a total United States number of two-year and four-year colleges of approximately 4,000, Google’s cloud offering is gaining 2% market share each quarter (not to mention word-of-mouth marketing for a perhaps increasing derivative of market share gain.)
Indeed, Google already holds incredible market share in the campus cloud market, as the article quotes: “On campus, Google is making inroads. In its annual study of the role of technology on campus, the Campus Computing Project found that two-fifths of participating campuses had either migrated to outsourced e-mail and services or planned to. Of those, 56.5% opted for Google, 38.4% for Microsoft (MSFT) and 4.8% for Zimbra, an open-source software maker owned by Yahoo (YHOO).”
Not only does the campus receive free, branded, and ad-free email, calendar, and various other services from Google through the cloud, Google also gains three things. One, familiarity of students to the service. Two, and connected to one, future use of the Google cloud offerings on their own after college. Three, knowledge of this cloud service, and with a positive experience, this may transfer into the workplace which will allow Google to convert more business (profit-making) customers for their Google Apps cloud offering. (Interestingly, this is similar to why the piracy of Photoshop is beneficial for the application: users of Photoshop make their workplace aware of the positives of the software package, and the workplace purchase the application, generating revenue for Adobe (ADBE).)
Furthermore, these campuses are the perfect place to target for the adoption of Google Chrome OS. The cloud-only, thin-client offering (discussed here in Google Chrome OS: Google’s Master Plan) to run on netbooks is a perfect offering for college students running on the cheap: cheap netbooks, open-source software, Google Apps cloud including Google Docs, Google Calendar, Gmail, and all other university-branded solutions that are already available to them, and Amazon one-click delivery of ramen. Google is undoubtedly aware of campuses as the perfect adopter of Google Chrome OS, and they’re smart to target the campus at first for a can’t-say-no adoption offer for Google Apps.
Startup Takeaway: Although Google presents itself as an immovable market leader (and offering these services for free, even), take away the power of other methods of marketing. Google’s marketing play here is brilliant: target users from the ground up, by offering an exceptional service for a price that can’t be argued against (free). Find other sources of marketing that can be used to bring, primarily, awareness, and let the product follow through for a positive experience.
Can Yahoo! Recover?
04 Jul 09 / by Mark Bao / Analysis, Business, Technology, Web / / Comments
Gist: Yahoo! has a facet of itself that differs it from its competitors, and this gives them somewhat of an upper hand, despite their search business being not up to par with Google. Consumers will still flock to Yahoo! for its content and unique (but obvious) offerings.
TechMeme reported today that Yahoo! Inc. (YHOO)’s celebrity content site Omg! is receiving excellent reception from the public. Yahoo! Inc., who after its snafu with Microsoft Corporation (MSFT) due to a buyout offer (which was declined by then-CEO Jerry Yang, saw their stock price plummet to below-offer valuation.
Now that Yahoo! is under new management under ex-Autodesk (ADSK) CEO Carol Bartz, it’s interesting to see the new direction that Yahoo! may go into. Their search, at 9% market share, still isn’t beating Google (GOOG) at 80% (source). However, they remain the #2 trafficked site on the internet (Alexa ratings) behind Google. Yahoo! has three facets: it provides 1) consumer services, 2) business services, and 3) content.
Google, as well as other monoliths in the web space, provide both 1) and 2), in many areas such as (what Yahoo! currently dominates in, and has done so for years) mail, news, search, and finance. However, Yahoo! has the upper hand on the content area. Their content generation that they employ gives them a different consumer perspective: while Google provides services, Yahoo! provides services, and content. Google, on the other hand, doesn’t do content, for the most part.
The content generation present at Yahoo! include the omg! celebrity news site, Yahoo! Astrology, and Yahoo! Shine, Yahoo!’s lifestyle information site. What else separates Yahoo! from its competitors? Yahoo! Personals, Fantasy Football, HotJobs, and Upcoming.
The main idea is that Yahoo! provides information services for consumers. Their various services are so multi-faceted that consumers have much to pick from, from their selection. They provide more than news; real estate, job search, health, games, and directory.

On the other hand, Google is a data-oriented company. Google’s offerings, such as Docs/Spreadsheets, search, calendar, Gmail, and Reader, are targeted to deal with data, not information. The difference is in the nature of the content: is it generated by you, or is it generated by someone else?
There’s obviously overlap, but the idea is: Yahoo! is a lifestyle company. Their offerings are targeted toward more of a lifestyle approach, such as with omg!, Astrology, Shine, or games, tickets, sports, and the like. Yahoo! is about media. Yahoo!’s competitors, such as Google, are more about getting work done.
The slice of the market that is interested in lifestyle content is not miniscule. There will always be a large market for lifestyle content, and Yahoo! has a multitude of services that make it a monolith of content and services. Yahoo!’s greater flexbility in what exactly they want to offer sets them apart from the rest of the competition.
Yahoo! is a different animal than, say, Google: while search is an important part, it’s not the most important part. Yahoo!’s services allow it to target ordinary people on the web with content, information, and general services. So can it recover? Maybe. They need to focus on what sets them apart, not what makes them the same. And maybe—at some point—they might make a comeback.

