/
Navigation
Chronicles
Browse all articles
Explore
Semantic exploration
Research
Entity momentum
Nexus
Correlations & relationships
Story Arc
Topic evolution
Drift Map
Semantic trajectory animation
Posts
Analysis & commentary
Pulse API
Tech news intelligence API
Browse
Entities
Companies, people, products, technologies
Domains
Browse by publication source
Handles
Browse by social media handle
Detection
Concept Search
Semantic similarity search
High Impact Stories
Top coverage by position
Sentiment Analysis
Positive/negative coverage
Anomaly Detection
Unusual coverage patterns
Analysis
Rivalry Report
Compare two entities head-to-head
Semantic Pivots
Narrative discontinuities
Crisis Response
Event recovery patterns
Connected
Search: /
Command: ⌘K
Embeddings: large
TEXXR

Chronicles

The story behind the story

← → days · ↑ ↓ browse · Enter similar · o open

Seven Questions for Google Enterprise Chief Amit Singh

It's been a big year for many things related to the Enterprise business at Google.  For one thing, it launched both Google Drive and its cloud computing platform.  —  Then there's Google Apps, the suite of Web-based office applications …

AllThingsD Arik Hesseldahl

Context & Ripple Effects

Google’s enterprise effort has moved from plans to connect its products with Cognos, Oracle and Salesforce.com to addressing the adoption barriers around Google Apps. The 2010 hiring of an Oracle sales executive also signaled a push to build enterprise sales capacity.

The launches of Google Drive and a cloud computing platform give that effort a broader product base. They also extend Google’s contest beyond web-based office software: its 2011 storage and App Engine push had already placed it in competition with Amazon’s cloud offerings.

First-order effects

  • Google can sell Google Apps, Drive and its cloud platform as a broader business-software portfolio, strengthening its stated challenge to Microsoft’s enterprise position.
  • Amazon faces a more direct Google rival in cloud infrastructure and platform services alongside their existing competition for business customers.

Second-order effects

  • Enterprise buyers evaluating Google Apps gain adjacent file storage and cloud-platform options from the same vendor, making the product suite—not office software alone—the comparison point.
  • Google’s enterprise sales organization must translate product launches into adoption among buyers whose earlier concerns had held back Google Apps.

Third-order effects

  • If Google can pair web-based productivity tools with cloud infrastructure, enterprise competition shifts toward integrated service portfolios rather than stand-alone office applications.
  • The rivalry between Google and Amazon indicates that cloud platforms are becoming a central route for vendors seeking enterprise technology spending.

The trend: Enterprise vendors are broadening from individual software products into connected productivity, storage and cloud-platform portfolios.