Microsoft is very clearly in the midst of an enormous push into consumer software solutions but its business sales remain its primary source of revenues. And from a mile-high view, all of Microsoft's IT-related businesses are profitable or highly profitable, with the exception of Windows Mobile, which Ballmer described as "somewhat unprofitable." Microsoft's consumer-oriented businesses, meanwhile, are doing notably poorly, almost across the board.
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Paul Thurrott's SuperSite for Windows: Microsoft Strategic Update 2009 - 0 views
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From a competition perspective, however, Windows has no real competition today beyond pirated copies of Windows. Even on netbooks, over 90 percent of installs are Windows. But Microsoft sees Linux being more competitive on the PC desktop going forward because it believes that Google will port its Android mobile OS to the PC.
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People have always misconstrued the real market forces that are eating away at Windows. This has nothing to do with the Mac, which remains a niche player in yesterday's market. The future of computing is online, and as the box you use to get there becomes less important--or becomes a smart phone--Windows matters less. Netbooks, of course, are a real issue for Microsoft. It's strength in this market is key for the future. But it's a smaller future, from a revenues perspective. That's true across the board, and not unique for Windows.
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Ballmer says that Microsoft will not build its own phone, suggesting that the company is ready to concede the consumer market to Apple. But the company is strongly positioned in the business world and should remain a RIM contender in that space.
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That said, Microsoft derives far more revenues from its enterprise Office users that it does from consumers, so once again the company's dedication to IT is paying off.
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To address the financial needs of emerging markets and cash-strapped smaller businesses, it will release a Foundation Edition of Windows Server 2008 R2 this year. Ballmer called it a netbook-type release for servers.
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I feel that MOS and services like it will largely replace onsite server installs as the mass market enterprise offerings of the future. As such, Microsoft is poised to take its strength in the enterprise to the next generation.
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Microsoft's living room strategy isn't just about the Xbox: It has Media Center (PC-based) and Media Room (set-top box software) today--neither of which has any serious traction, and, looking forward, what Ballmer described as "new appliance devices that we or others design that sit next to a TV." These new devices, he said, would bring online TV and movie services, common on the PC, to the television.
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This will be difficult for the software giant, because its bread and butter products--Windows, Windows Server, and Office--are very much traditional software products. But it is taking the right steps to position itself for this change, with Windows Live on the desktop and MOS on the server.
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This year is going to be tough on everyone, including Microsoft. If you have opted for Microsoft's solutions, especially in business, it looks like you've made a good decision. The issue here, of course, is whether your existing infrastructure can be stretched for a few more years: Microsoft isn't the only company that will be riding out this storm
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Review of Microsoft Strategic Update 2009. Very interesting to get to know this giant's business. It's interesting to note that their revenue vs. market share are not always equivalent. Also the move to an online computing offering for businesses will help to retain it's dominance and profitability on such markets.
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Top Predictions | workforce.com - 0 views
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The concept of offshoring will cease to exist. Talent will exist globally and companies will go where the talent is.
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8. The hunt for inexpensive labor will continue, but the evolution of economies from low cost to high value will be quicker, and increasingly, a low-cost labor strategy will be more difficult to sustain.
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2. Millennials will redefine work, doing work at home and taking home to work. This means blurring the boundaries of life and work. More workforce mobility will allow people to work from home and at different hours.
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4. As the generation born around 1980 takes its place leading major global organizations, the formative events in those workers’ lives—such as aging parents, the terror attacks of September 11, 2001, and the 2008 financial crisis—will lead to greater C-suite emphasis on corporate social and environmental responsibility.
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6. There will be a significant problem of retirement in the West. With people living longer and fewer people in the workforce, retirement will have to be redefined.
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8. For nations such as India, where a large number of young employees are entering the workforce, there will need to be a major shift to address their needs and concerns.
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1. Recruitment and development will increasingly be seen as part of an integrated workforce-supply optimization process. Both will become virtual, global and just-in-time, but they will also be transformed through an increasing emphasis on optimization, differentiation and return on investment.
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2. There will be a continued and increased demand for top talent. The gap between the best and the rest will be greater. There will be more demand for creativity, innovation and thought leadership.
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3. Employers will compete as intensively for workers as they do for customers. Branding an organization as a place for workers will be as important as branding for consumers.
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4. Firms will become adept at sourcing and engaging transient talent around short-term needs, and will focus considerable energy on the long-term retention of smaller core talent groups.
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7. (tie) More focus will be placed on searching for people who match companies, not just people who have the skills that companies need.
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5. (tie) A "decision science" approach will be the foundation of human resources. HR will view talent in a supply-chain fashion and help the business understand workforce trends to make sound decisions.