Microsoft faced many macro risks when operating in China. Many of these risks included software piracy‚ Chinese government pressure to transfer technology‚ host government promotion of competitor products‚ discriminatory procurement practices by sub-national authorities in China‚ and the strong encouragement for Microsoft to enter joint ventures with local firms. One main micro risk that Microsoft faced was when the Beijing Municipal government avoided Microsoft by awarding operating system software
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Tutorial Case study: Microsoft Opens the Gates: Patent‚ Priacy‚ and Political Challenges in China. Q1: What are the risks that Microsoft has faced in operating in China and dealing with the Chinese government? Do you see these risks as increasing‚ diminishing‚ or changing in the future?Are these risks unique to China or present in other developing countries? A: There are two major risks that Microsoft has faced in operating in China. Firstly‚ after China joined WTO. Although Chinese government
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Microsoft in China and India‚ 1993-2007 Risks faced by Microsoft in China and impact to performance Risks Intellectual Property Localization Details Largest piracy rates in the world – 98% *Huge character sets required new versions of software *Chinese used mobiles more than the PC (can the mobile be a computing device)? *High profile revelation by Juliet Wu‚ former GM on commitment * Suspicion on security *Open source market * Entrepreneurship bug for Chinese software engineers *Legislation
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1. How important is China to Microsoft’s long-term future? Microsoft’s software programs such as Word‚ Excel and Power Point offer great advantages to the Chinese publics. The software allows for translation ad ease in presenting and incorporating information that is streamlined throughout much of the world. 2. What are the legal impediments to Microsoft growing its sales in China? What are the political impediments? The legal impediments to Microsoft in China are the laws that are in
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Microsoft in China and India‚ 1993–2007 It was early summer 2007. Craig Mundie‚ chief research and strategy officer at Microsoft Corporation‚ had just completed a transcontinental phone call with Orlando Ayala‚ Will Poole‚ Tim Chen‚ Ravi Venkatesan (HBS MBA 1992)‚ and Ya-Qin Zhang‚ all members of the senior management team overseeing Microsoft’s growth in China and India. A decade ago‚ Mundie had begun to broaden Microsoft’s forays into both countries. Now‚ he continued to mentor the China and
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1. How has Microsoft responded to competitive threats and opportunities in the past? What patterns do you see? Microsoft typically entered markets when it realized potential of dominance. The second time IBM asked Gates to build them an OS‚ Gates saw potential‚ believing that the OS would become a standard that other manufacturers could use as well. Microsoft bought DOS from another software vendor‚ modified it and licensed it to IBM. Gates held onto the copyright‚ and as he predicted he was
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HUMAN RESOURCE MANAGEMENT MICROSOFT: COMPETING ON TALENT CASE STUDY 5/09/07 Microsoft: Competing on Talent CASE STUDY OVERVIEW Microsoft has had a long standing practice of aggressively pursuing and hiring the brightest engineers in the software field. Yet by 1999 Microsoft had matured and many of its talent employees were leaving the company as documented in a Wall Street Journal article “As Microsoft Matures‚ Some Top Talent Chooses to Go Off Line”. The article reported
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Microsoft Corporation Case Analysis 03/27/04 Microsoft is the leading and the largest Software Company in the world. Found by William Gates and Paul Allen in 1975 Microsoft has grown and become a multibillion company in only ten years. It all started with a great vision – “a computer on every desk and every home” - that seemed almost impossible at the time. Now Microsoft has over 44‚000 employees in 60 countries‚ net income of $3.45 billion and revenue of 11.36 billion. Company dramatic growth
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A Study in Business Law of Patent Trolls March 12‚ 2014 “‘Oh‚ the story of a troll kind of fits ‘cause the whole Billy Goats Gruff thing‚ it’s someone lying under a bridge they didn’t build‚ demanding payment from anyone who passed. I said‚ ‘How about a patent troll?’” Peter Detkin Counsel for Intel It’s a story every child knows: The poor three Billy Goats Gruff that just want to cross the bridge. The evil troll that blocks their way and demands a stiff toll before letting
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Harvard Business School 9-392-019 Rev. July 8. 1993 Bill Gates and the Management of Microsoft Despite the fact that we’ve been successful financially‚ there’s an ongoing need to anticipate where this industry is going‚ and to be at the forefront of changing the products. And this is every bit as challenging as it’s ever been--and perhaps more so. Bill Gates‚ Microsoft Chairman and CEO‚ 1991 On June 30‚ 1991‚ Microsoft Corporation closed the books on another year of dazzling growth. Revenues for
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