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作者 Farhoomand, Ali F
書名 Microsoft : is the creative spark burning out? / Ali Farhoomand
出版項 [Hong Kong] : Asia Case Research Centre, The University of Hong Kong, c2011
國際標準號碼 2000319374104
book jacket
館藏地 索書號 處理狀態 OPAC 訊息 條碼
 人文社會聯圖小册子區  BL HD9696.63.U64 M5343 2011    館內使用    30610020445995
說明 22 p. : ill. ; 28 cm
系列 Poon Kam Kai series
Poon Kam Kai series
附註 Caption title
"Havovi Joshi prepared this case under the supervision of Professor Ali Farhoomand for class discussion. This case is not intended to show effective or ineffective handling of decision or business processes."
In July 2010, Microsoft, the global leader in software, services, and solutions, announced record revenue of US$62.48 billion for the year ending June 30, 2010, an increase of 7% from the previous year. This came as a relief to investors, given that the previous year had seen the company report its first-ever annual drop in sales. Founded in 1975, Microsoft's software pervaded computers worldwide. The company had traditionally been regarded as being on the cutting edge of software and services. However, for some time-particularly since the middle of the last decade-it had been increasingly criticised for having had the opportunity for massive disruptive potential in the market but repeatedly allowing it to slip away. Its huge employee base of bright and talented engineers had not kept up with the creativity and innovation displayed by its competitors, whether it was Apple's iPod or iPad, Google's search engine, Nintendo's Wii, Amazon's Kindle, or social networking services such as Facebook and Twitter. Despite its undisputed financial success, Microsoft was being described as having become a "clumsy, uncompetitive innovator". In a tangible reflection of this concern, on 26 May 2010, Microsoft's position as the technology industry's most valuable player was overtaken for the first time in many years, when Apple exceeded the company's US$219.2 billion market capitalisation by almost US$3 billion. Then on 4 October 2010, Goldman Sachs downgraded Microsoft's stock, which it had supported since the company's initial public offering in 1986. Why was Microsoft no longer creating the truly disruptive and breakthrough technological products and services that the company used to pride itself on? How could the company once again regain its position as the powerhouse of technology innovation?
主題 Microsoft Corporation
Computer software -- Development -- Technological innovations
Industrial management -- Case studies
Alt Author Joshi, Havovi
University of Hong Kong. Asia Case Research Centre
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