Point of View
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POINT OF VIEW
Tom MacLean
PROBLEM
Tom Maclean is in dilemma of identifying the possible appropriate course of action he would take, acknowledging all negative attention of Google, Inc. entering the Chinese territory through the development of Google.cn, a search engine residing in China.
OBJECTIVES
To provide the best possible course of action that is appropriate for Tom Maclean to communicate in the meeting with supervisor and his peer group.
To assess thoroughly the factors and courses of action concerning Google.cn that may affect the company.
AREAS OF CONSIDERATION
Google had adopted the informal corporate motto “Dont be evil” from the founders letter and also developed an ethical code of conduct for both internal and external audiences.
Googles mission is “to organize the worlds information and make it universally accessible and useful.”
Chinas well-documented abuses of human rights are in violation of internationally recognized norms, stemming both from the authorities intolerance of dissent and the inadequacy of legal safeguards for basic freedoms. In 2005, China stepped up monitoring, harassment, intimidation, and arrest of journalists, Internet writers, defense lawyers, religious activists, and political dissidents.
China took a two-pronged approach to censoring the Internet. First, authorities restricted the production, development, and dissemination of improper content. Second, authorities monitored the perusal of content or receipt of information. “Harmful” content included material concerning democracy (e.g., freedom), religious cults (e.g., Falun Gong), or antigovernment protests (e.g., Tiananmen Square).
Google, Inc. first entered the Chinese market in early 2000 by creating a Chinese-language version of its home page. Googles approach was to maintain a Chinese-language version of Google.com that was housed in the United States but could handle search requests originating within China.
In September 2002, Google.com was inaccessible for two weeks. When reinstated, it was slow and temperamental for all Chinese users and completely inaccessible for Chinese colleges and universities. According to Elliot Schrage, Googles vice president of Global Communications and Public Affairs, “The average time to download a Google Web page was more than seven times slower than for Baidu, the leading Chinese search engine.”
In 2004, Google realized that its approach in China was not sustainable. Google was losing market share to Baidu, and others, including Yahoo! and Microsoft, were gaining ground through their local presence.
Tom MacLean, director of International Business at Google, Inc. managed the decision to physically enter Chinese territory through the development of Google.cn–a search engine residing