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Finally the licensing and pricing practices of the company are still very difficult for enterprise customers to work with. This final area needs the most work by far, as competitors find this an area where they can quickly surpass Microsoft in sales cycles and win enterprise-wide accounts over quickly. Microsoft is still in the midst of transforming itself from a technology-centered and myopic company to one centered on markets. Initial successes in the last several years have saved the most profitable business they have, which are Microsoft Office applications. Yet with the advent of Linux and open source operating systems, Microsoft's challenges regarding its own myopia are more acute than ever.
Microsoft nearly misses the Internet due to Myopia
Microsoft's near-miss of the burgeoning growth opportunities of the Internet can be directly attributed to their highly...
This viewpoint pervaded the company through the early and mid-90s and nearly cost the company its most prized customer possession, which is the PC users' Desktop, which would have been lost if Microsoft had lost the browser wars against Netscape and dozens of smaller competitors. The intent of this paper is to define how the Microsoft culture had become so myopically focused on their own technologies and the processes used to create them, the reversal that happened after their dominance of the PC Desktop came under serious risk, and the concepts Microsoft use today that support Dr. Levitts' findings and analysis in Marketing Myopia, 1975. In fact Microsoft's ephinany regarding their myopic view of themselves is perfectly defined in Dr. Levitt's classic
Areas specifically of the most struggles for Microsoft are in product development and release schedules aligning with expectations of customers, product quality at release, and the continual need to become easier to do business with. Microsoft continues to struggle on these three points, perhaps because they are the last bastions of control internally that may not be entirely aligned with customers yet. In terms of improving Microsoft, resources need to be aligned to beat committed launch dates; this is an area where the company fails most often. Second, quality assurance needs much more work for initial releases of operating systems. It is common knowledge that it's best to wait for the first service pack to be release for an operating system before installing it. Finally the licensing and pricing practices of the company are still very difficult for enterprise customers to work with. This final area needs the most work by far, as competitors find this an area where they can quickly surpass Microsoft in sales cycles and win enterprise-wide accounts over quickly. Microsoft is still in the midst of transforming itself from a technology-centered and myopic company to one centered on markets. Initial successes in the last several years have saved the most profitable business they have, which are Microsoft Office applications. Yet with the advent of Linux and open source operating systems, Microsoft's challenges regarding its own myopia are more acute than ever.
Microsoft nearly misses the Internet due to Myopia
Microsoft's near-miss of the burgeoning growth opportunities of the Internet can be directly attributed to their highly myopic view of themselves as a provider of technically advanced yet shrink-wrapped software instead of being a provider of solutions. This viewpoint pervaded the company through the early and mid-90s and nearly cost the company its most prized customer possession, which is the PC users' Desktop, which would have been lost if Microsoft had lost the browser wars against Netscape and dozens of smaller competitors. The intent of this paper is to define how the Microsoft culture had become so myopically focused on their own technologies and the processes used to create them, the reversal that happened after their dominance of the PC Desktop came under serious risk, and the concepts Microsoft use today that support Dr. Levitts' findings and analysis in Marketing Myopia, 1975. In fact Microsoft's ephinany regarding their myopic view of themselves is perfectly defined in Dr. Levitt's classic
The essence of any successful entrepreneurial strategy is in creating significant value for the customer (Drucker, 1985). Microsoft needs to shift towards a more open API-based product strategy that allows for more rapid innovation from hardware and services partners both. This direction alone will help Microsoft to compete more effectively over the long-term, by giving them the ability to compete for precious developer resources and times with partners and
E-Marketing Strategies at Apple Orchestrating rapid new product development cycles that in many cases deliver products and services that create new markets, while at the same ensuring the continual strengthening and fidelity of a global brand is a daunting strategic challenge. Incorporating the most effective approaches to Integrated Marketing Communications (IMC) strategies today across a spectrum of established and emerging e-marketing channels must be managed with goals in mind first,
For both B2B and B2C-based organizations, a highly differentiating story is the highest priority from a current best practice or trend standpoint for managing and promoting a brand image. Figure 3, Top Challenges Creating and Managing a Brand, shows a prioritization key challenges from a marketing, sales and executive management perspective. At the top of all factors is differentiating with a story followed by linking brand value to business
The article does not set for itself the objective of tackling cultural differences as a wider concept, but points out to specific challenges of cultural differences. The second textbook excerpt makes reference to distinctive aspects of free trade agreements, including here protectionism, however, contrary to the article, it does not address the aspect of jobs protectionism or the challenges of outsourcing for different countries. Question 3: There are several things presented
In this regard, Higgins (2002) reports that Micros Systems Inc. introduced a custom application specifically for the hospitality industry early on, and despite the lingering effects of the September 11, 2001 terrorist attacks on the market, this company and others such as BDM International Inc. are continuing their efforts to provide hotels, restaurants and other organizations competing in the hospitality industry with the information technology they need to become
All those nice customer-friendly marketing techniques notwithstanding, White notes, customer-centered personalization can't work well without being linked with high-quality, high-visibility customer service. Even some of the most successful corporations, like IBM, apparently stumbled along for a time, totally failing to "get it" when it came to customer-centric strategies. According to the industry publication Chain Store Age, in the early 1990s, a customer-centric culture "was foreign to Big Blue" - and