This article is from WeChat Public Numbe
Last week, the head of G suite, Google's digital office tool, announced that it has more than 2 billion active users per month, which is an amazing number indeed.
What is the concept of 2 billion? It can be compared with the most familiar wechat. Wechat's monthly work is 1.1 billion, which means that the global monthly work scale of G suite is almost twice that of wechat. And you need to know that Google's g suite is mainly used in 2B work scenarios, compared with the 2C social scenarios hosted by wechat. In general, the user scale of 2C products will be larger than 2B products. So from this point of view, we can see that Google g suite is very successful.
Then, G suite launched its first product, Gmail mailbox, on April 1, 2004. After 16 years of development, it has become a digital office super tool platform with a monthly life of more than 2 billion. What are the key development nodes of Google g suite in the past 16 years, and what lessons can we learn from them?
In this paper, we will take a detailed breakdown of the four development stages, 20 key nodes, four successful experiences, and two lessons in the development process of Google g suite.
Four development stages
The first phase, 2004-2009. We can call this stage beta.
Why would you say that? There are two reasons.
One reason is that for most of this time, Google's products carry a
Second, during this period, Google's main work is indeed to launch several beta products, from the first Gmail mailbox to the later documents and forms tools docs and Spreadsheets, and later integrated into Google's enterprise application professional tools, are all new attempts made by Google to jump out of its best search and advertising field. At the same time, most of these products have gone through a process from Google's internal office tools to external products.
The second stage, 2010-2014, is the expansion of base areas.
In the past few years, Google has made great achievements with two landmark actions: first, releasing Google Apps marketplace and starting to build its own ecosystem; second, releasing desktop applications to directly compete with Microsoft for users on the desktop.
The third stage, 2015-2019, is about Google rethinking its strategy in the face of Microsoft.
In the first two stages, Google won many users through super friendly user experience, of course, it also took a lot of effort. But even so, from 2004 to 2015, Google worked for ten years, with an annual revenue of only $400 million, accounting for only 3% of the enterprise's productivity market. In contrast, Microsoft, which Google is trying to attack, still controls about 95% of the enterprise's productivity market share, with a revenue of more than $10 billion.
A columnist at the time (Eric grevstad of pcmag magazine) said that if you compare Google g suite with the omnipotent office 365, it's like comparing a flashlight with a lighthouse.
In this situation, Google thinks about it and thinks that it can only continue to play its strengths, such as integrating machine learning technology into G suite and surpassing Microsoft with its advantages in big data algorithm.
The fourth stage, 2020-2023, the next few years will be the decisive stage for Google to conduct cloud computing (including G suite productivity tools) with Amazon, Microsoft, etc.
As we all know, the battle of cloud computing is a key battle among several large digital factories. Google has been dissatisfied with its achievements in cloud computing.
In 2019, on the one hand, Google adjusted the management structure of cloud computing business, on the other hand, after intense discussion, the senior management determined a grand goal, which is to become the first or second place in the global cloud computing market in 2023. If you can't, just quit. To achieve this goal, G suite, as a key strategic collaboration tool, must also be involved.
Twenty key nodes
April 1, 2004
Gmail officially appeared.
As the saying goes, time makes a hero. Great products follow the trend.
After 2000, the biggest trend in the digital field is the evolution from desktop computing to cloud computing. In the first two decades of the 21st century, the main direction of innovation for many technology companies is to move their products from desktop clients to the cloud. Google has been the pioneer of cloud computing since the beginning, and Gmail is the first cloud based product launched by Google.
In a press release released by Gmail, Google announced that Gmail would provide users with 1GB of free storage space (500 times the storage space of Hotmail, then the mainstream mailbox). At that time, many people thought that Gmail was just a April Fool's Day prank because of the unimaginable special festivals and storage space of news release.
Google launched Google Apps for your domain.
It includes three new tools: Google Talk instant messaging client, HTML editor Google Page Creator and Google Calendar. This is the first step in Google's productivity tool suite for small businesses.
Google launched two word processing and spreadsheet tools based on the products of the two companies it acquired: Docs and spreadsheets.
Google integrated product line, respectively named Google Enterprise Application Professional Edition (initially priced at $50 per user per year) and Google Apps Standard Edition.
At that time, more than 100000 companies were using the standard version of Google Apps. Such as household products giant P & G, CRM platform salesforce, etc. have become Google's first batch of enterprise partners.
Google integrates applications with Microsoft Outlook. Microsoft couldn't refuse, and Google got the chance to show off its technology in front of Microsoft users.
Globally, more than 2 million companies rely on Google Apps to operate their businesses. Google removes products
Google launched Google Apps marketplace.
Similar to the Google play store for Android apps launched in 2008, Google Apps marketplace provides enterprises with a series of cloud based productivity tools that can be created by third-party developers.
Google launched its online storage service, Google drive.
At that time, the competition in the field of cloud storage was very fierce. Dropbox has more than 50 million users, and both apple and Microsoft offer cloud storage products. In contrast, drive's
Storage space is similar to Apple icloud, which provides 5GB of free storage space, but less than 7GB provided by Microsoft SkyDrive.
Gmail has more than 425 million active users every month.
Google announced a unified account for all its cloud services.
All businesses, regardless of size, must now use Google Apps for business if they want to access Google's cloud based tools.
By connecting Gmail and users' Google accounts to all other cloud based services, Google users can easily switch between products. This seamless connection is one of the core experiences of Google cloud services.
Google released desktop applications, and began to encourage users to use apps and chrome on PC and MAC platforms, directly competing with Microsoft for users on the desktop.
This is a great boon for users who want to find alternative products outside of Microsoft office, but cannot do without the desktop. This strategy significantly expanded the potential coverage of Google Apps and attracted more third-party software developers.
Google's smart reply intelligent reply function, which is one of the most representative function updates of Gmail in many years, represents Google's reaffirmation to strengthen its advantages in intelligent algorithm in productivity tools.
Smart reply is essentially an extension of Google suggest. As the name implies, the tool can intelligently scan a user's email for contextual keyword clues and then provide up to three suggested responses based on the content of the email.
Google's productivity tools account for more than 2 million paid customers worldwide.
Google announced the rebranding of the brand and officially launched g suite.
As Google productivity tools grow, users confuse its product line mix with versions. This rebranding not only helps to enhance the brand awareness of users, but also demonstrates Google's confidence in continuing to raise the productivity tool market.
Google g suite has more than 3 million paid customers worldwide. After brand reshaping, G suite has been recognized by customers and ushered in a new wave of development.
Google g suite has more than 4 million paid customers worldwide.
Google has launched a new docs API that allows users to automate a range of daily tasks in their word processing tools.
The API has been developed since April 2018, with a number of partners following up. For example, zapier uses the docs API to help users create product letters based on a series of preset templates. Netflix uses it to simplify and automate its internal document processes.
The launch of docs API shows that Google is planning to improve its work efficiency and change the way users work through intelligent methods such as process automation.
Google g suite has more than 5 million paid customers worldwide.
Since 2017, Google has maintained a growth rate of 1 million paying enterprise users per year.
In its fourth quarter and full year financial results, alphabet, the parent company of Google, disclosed that the total revenue related to cloud computing was $2.6 billion, including the revenue from gsuite and cloud infrastructure, up more than 50% from the previous year's $1.7 billion.
But Google didn't say how much of it belonged to G suite.
Google announced that G suite has more than 2 billion active users per month.
Four successful experiences
The development of Google g suite in more than ten years is magnificent, and there are many places worth studying in the industry. Finally, let's take a look at what lessons the development of Google g suite has brought to the industry?
Experience 1: disruptive user experience
Peter Tier concludes in From 0 to 1 that a good enough product can perform better than the average product
One of the core of the rise of Google g suite products is to apply the consumer centered design accumulated in the field of search advertising to the products for enterprise users.
For example, from the storage capacity of Gmail mailbox at the beginning to the seamless connection of Google products in multiple terminals and multiple screens, it is the same.
In addition, in addition to the user-friendly interface for general consumers, Google g suite has attracted the preference of the developer community.
According to one us statistic, if business users are divided into two categories: developer-centric and non-developer-centric, the former uses G Suite more than three times the latter. Google's engineer culture does tickle many R
Experience 2: continuous beta and experiment
Not to mention, one
In addition to this landmark action, Google's iterative upgrading in various products need not be described. The key is that even when Google has become big, it still adheres to the original experimental culture.
Experience three: courage and wisdom to defeat giants
No matter in China and the United States, there will always be several mountains on the road of innovation, such as bat in China, Microsoft and Amazon in the United States, etc.
Although Google has reached the realm of seeking defeat alone in the field of search, in the field of productivity tools, in front of Microsoft, he was really a rookie at the beginning.
Microsoft's position in productivity tools has never been defeated in the past and now, and the future is not known. But Microsoft also has weaknesses.
For example, Microsoft has been so attached to the rule of win system for a long time that its investment in mobile field is relatively late. It is because of this opportunity that G suite has achieved remarkable results in the mobile end. G suite may never be more complex than office, but people just like its simplicity, ease of use, speed and ubiquity.
Google, for example, is confident of its artificial intelligence and algorithmic advantages. This is the place where he has the most unique advantages compared with Microsoft and Amazon in the cloud computing war. It may also be the key to determine whether he can win in the ongoing cloud computing battle.
Regardless of the outcome of the competition between Google and Microsoft in the next few years, at least at present, Google's success has made many people see the possibility of taking a share of Microsoft's productivity tool market, so in recent years, there are a variety of writing tools, note applications, table tools and so on. From the perspective of the vision of these suppliers, it is estimated that they all want to copy a path similar to Google, launch a single product first, and then expand their product lines to become the next g suite, and continue to challenge Microsoft.
Experience 4: dare to serve big customers at the beginning
Google does have a lot of small and medium-sized enterprise customers, but from the beginning, Google has managed to attract many large company customers, such as salesforce, P & G, Nielsen and Verizon communications. These large customers not only contribute higher revenue to Google, but also make strong endorsement for Google g suite products.
From Google's internal point of view, by dealing with these large companies, their product engineers can understand what these customers need and how they operate from zero distance.
Two lessons in dispute
One view is that google is slowly turning itself into microsoft in its attempt to it. It's like there's a song
There are two points in this judgment.
First, the innovation of Google products is declining
Some later innovators think that Google, more than ten years later, has put too much work into copying Microsoft office functions, and is too eager to seize Microsoft's market share. This led to the stagnation of product innovation of Google g suite itself.
Because of this, in recent years, new enterprises are still emerging in the field of productivity tools. For example, in the field of document creation tools, companies such as smartsheet and airtable, which call themselves excel challengers, are developing well.
However, in the view of the bay area box, the continuous rise of innovative companies should not have much inevitable connection with Google's innovation.
Second, Google becomes another office bucket
Is the family's barrel fragrant? Sometimes it's really fragrant. But is it necessary to have another bucket? That's the problem.
And, from another point of view, with the development of SaaS cloud computing, there are more and more new products emerging, whether for calendars, documents or notes, meetings and so on, in any field, there are many innovative companies to launch innovative products. For the user, pick out
Imagine, who doesn't want to use the best? Since it is available in the market, you can choose one.
For example, in audio and video conferencing tools, Google has a ring chat with hangouts / meet, but at present, the best experience on the market is considered to be zoom.
Zoom doesn't make documents, notes, emails, or audio-video conferences. He just cut a vertical product of Google g suite, and the market is very large. Compared with zoom, Google should have more firepower to support Google hangout. But Google still hasn't won the battle.
Apart from audio and video conferencing, it is now said that G Suite number of products can not be classified as subdivisions
So, there's a point that says there's one big problem or lesson that Google has come up with
So, should we keep our focus in a vertical field? Or to meet customer demand more expansion? This is indeed a problem. In this case, we dare not make a judgment, let the industry continue to explore it. [END]