微软的英文资料.docx
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微软的英文资料.docx
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微软的英文资料
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一共四篇文章,涉及微软的介绍、市场战略、企业文化和人才机制。
第一篇是关于微软的介绍。
MicrosoftCorporation(NASDAQ:
MSFT,HKEX:
4338)isanAmerican-basedmultinationalcomputertechnologycorporationthatdevelops,manufactures,licenses,andsupportsawiderangeofsoftwareproductsforcomputingdevices.[9][8]HeadquarteredinRedmond,Washington,USA,itsbestsellingproductsaretheMicrosoftWindowsoperatingsystemandtheMicrosoftOfficesuiteofproductivitysoftware.
OriginallyfoundedtodevelopandsellBASICinterpretersfortheAltair8800,MicrosoftrosetodominatethehomecomputeroperatingsystemmarketwithMS-DOSinthemid-1980s,followedbytheWindowslineofoperatingsystems.Itsproductshaveallachievednear-ubiquityinthedesktopcomputermarket.OnecommentatornotesthatMicrosoft'soriginalmissionwas"acomputeroneverydeskandineveryhome,runningMicrosoftsoftware."[10]Microsoftpossessesfootholdsinothermarkets,withassetssuchastheMSNBCcabletelevisionnetwork,theMSNInternetportal,andtheMicrosoftEncartamultimediaencyclopedia.ThecompanyalsomarketsbothcomputerhardwareproductssuchastheMicrosoftmouseaswellashomeentertainmentproductssuchastheXbox,Xbox360,ZuneandMSNTV.[9]Thecompany'sinitialpublicstockoffering(IPO)wasin1986;theensuingriseofthecompany'sstockpricehasmadefourbillionairesandanestimated12,000millionairesfromMicrosoftemployees.[11][12][13]
Throughoutitshistorythecompanyhasbeenthetargetofcriticism,includingmonopolisticbusinesspracticesandanti-competitivebusinesspracticesincludingrefusaltodealandtying.TheU.S.JusticeDepartmentandtheEuropeanCommission,amongothers,haveruledagainstMicrosoftforvariousantitrustviolations.[14][15]
Knownforwhatisgenerallydescribedasadeveloper-centricbusinessculture,MicrosofthashistoricallygivencustomersupportoverUsenetnewsgroupsandtheWorldWideWeb,andawardsMicrosoftMVPstatustovolunteerswhoaredeemedhelpfulinassistingthecompany'scustomers.
第二篇是关于微软的市场战略,分为五个部分。
Rivalryamongcompetitors
Itindustryhasalargenumberofcompetitors,suchasyahoo,google,linuxandotherssoftwaresuppliers.ThestructureoftheirproductswithMicrosoftsimilartoorevenbetterthanMicrosoft,becausetheyaremorespecialanddeeper.Thecompanyismoreextensive.SoMicrosoft'scompetitiveedgeintheindustry,itcorrespondinglylower.MicrosoftshouldtaketheUnion,theacquisitionandmergingstrategy(allianceLenovo,Apple,Yahooacquisitions)toincreasetheintensityofcompetition
Threatofpotentialentry
Itisstillmuchpotentialfordevelopmentoftheindustry,atanytimewiththedevelopmentofnewtechnologies,newcompetitorstoenteranddevelopitsmarket.Thusfortheothercompetitorstoenterthebarriers.Forinstance,Microsofthasbeguntofocusonisthatfromasoftware,butthedevelopmentofthenetworkmarkettoofast,googlethefirsttotapthepotentialmarketforthenetwork,hereliedontheirowntechnology,enjoyingthescale-basedlowcostadvantagelow-costadvantage,andcreatedeconomiesofscaleofeconomiesofscale,withalargenumberofcustomersandmarkets.WhenMicrosoftisawareoftheimportantdevelopmentofthenetworkwhenitistoolate.Googlecreatedbarrierstoentryforhim.
Bargainingpowerofsuppliers
Microsofthasitbyvirtueofitslargebusinesscustomersinthemarket,hestronglyBargainingpowerofsuppliers.Microsoftinthepcmarket,accountsforthedominantpositionofthesystem,tendstoamonopoly.MostcomputermanufacturersareusingMicrosoft'ssystem,becausemanyusersofMicrosoft'ssystem.OnlyafewalternativestoMicrosoft'soperatingsystem,likelinux,andMacos.WhileApplehasonlymacossystem,others'majoritypcmanufacturer,orprefertouseMicrosoft'ssystem.AndthatApple'smainmarketareaislimitedtotheUnitedStates.SoMicrosofthasastrongBargainingpowerofsuppliers
Bargainingpowerofbuyers
Microsoft,byvirtueofhisself-developedtechnology,hasastrongBargainingpowerofbuyer.Hisstrategyistoie,mediaplayerbundledwiththesystem,etc.,andthemostcompatiblewithMicrosoft'smostpowerfulofficeinothermanyothersoftwarevendorscannotprovide.AndMicrosoftisstillcontinuingtodevelop,makingMicrosoft'sothersoftwareprovidersdonotneedthehelpandsupplies.Evenifothersoftwarecompaniesneedtopurchaseaproductortechnology,butalsonotspendahighprice,becauseittradestoomuch,andtheproductstendtostandardizedstandard,undifferentiatedundifferentiated,soMicrosofthasastrongBargainingpowerofsuppliers
Threatofsubstitutes
AlargenumberofsoftwarevendorsislikelytoreplaceMicrosoftsoftware,suchasoperainsteadofIE,wpsinsteadofoffice,insteadofStormvideomediaplayer.Mostofthesethird-partysoftwareisfree,andmorepowerful(suchasStormvideoplayer).Theyattractedalargenumberofcustomers.AlotoffeesandchargesinrelationtoMicrosoft'sofficesoftware,andsoon,Microsoftwillloseitscompetitiveedge,inturnwasreplacedbythird-partysoftware.Forinstance,linuxsystem,opensource,andnowincreasinglybeinguserconcernsandpreferences,dellhasbegunandmanyofhispcpre-installedlinuxsystemhas.Therefore,Microsoftneedstoreducecosts,ortocontinueitseffortstodevelophissoftware.
第三篇是关于微软卓越的企业文化
BillGatesuniqueindividualityandtheexcellentskillhasaccomplishedMicrosoftCorporation'sculturalpersonalstatus.Thisastute,energeticandfantasizedrichlythecompanyfounder,seeksvigorouslyandassignssimilarlybothunderstandsmanagerwhowiththetechnologyandisgoodatmanagingthepersonnel.Healwaysstressedthatorganizestaketheproductasthecentertomanagethecompany,thesurmountingmanagementfunction,implementstheorganizationinnovationboldly,vigorouslyunearthsinthecompanyinteriorandtheapplicantwiththeequallyrichinnovationandtheteamspirittalentedpersonandentrustswithanimportanttask.BillGatesbyitsstaffwasdescribedthatisonemisseshomelandimaginary,isonesavesthestrengthunceasinglyandpursuesthesuccessfulpersoncrazily.Histhiskindofindividualconduct,isaffectingthecompanydeeply.Hisabundanttechnicalknowledgestoragequantityandthehighlykeenstrategicjudgmentaswellasalargequantitiesofastutesoftwaredevelopmentwhichandthemanagementtalentedpersoncollectsaroundhim,causesitselfandthecompanystandserectinthisrapidlyexpandprofessionmostfront.Gatesisgoodatseeingclearlytheopportunity,closelyseizestheseopportunities,andcancauseoneselfindividualenergeticstyletoimplementinthecompany,thuscausesentireactivitiesandsooncompany'smanagementandoperationandproductdevelopmenthastheGatescolor.
Second,managementcreativetalentedpersonandtechnicalteamculture
Aknowledgeenterprisekeycharacterhasonehasthecreativetalentedpersoninlargenumbers.TheMicrosoftculturecannotlikethesethemassiverules,theorganization,theplan,opposedintenselybureaucratismtheprogrammerunitesintogether,follows“setsupthefunctionoverlappingtechnicalpanel”thestrategycriterion;Isauthorizedspecializeddepartmenttodefinetheirwork,advertisesforandtrainsthenewbroom,causestheclassofoperationnimblemobile,letsthepeoplemaintainstheindependentideologicalnature;Technicalpanel'smembersmaystudyinthework,fromexperiencedpersontherestudy,doesnothavethetoomanybureaucratismruleandtheintervention,doesnothavetheobsoleteofficialtrainingproject,doesnothave“theprofessionalism”theadministrativepersonnels,havenotplayed“thestatesmanship”,topracticethebureaucratismtheatmosphere.Managerthepersonnelarecapableandamiable,thuscausesthemajorityemployeestothinkthatMicrosoftisthisprofessionbestoperationalsite.Thiskindofteamculturehasprovidedtheworkwhichandthemassivestudiesandthepolicy-makingopportunityforthestaffinterestingchangesunceasingly.
Third,constantinnovativespirit
Eraofknowledgeeconomy'scoreworkcontentisinnovates,theinnovativespiritshouldbetheknowledgeenterprisecultureessence.TheMicrosoftpeoplealwaysorenteralatentlarge-scalemarketastheearlierworker-creation,thenimprovesonekindtobecomethemarketstandardunceasinglythegoodproduct.MicrosoftCorporationcarriesontheevolutionunceasinglytheproductinnovation,oftenandhastheimportantbreakthrough,hasformedonekindofunceasingmetabolismmechanisminthecompanyinterior,enablesthecompetitorverylittletohavetheopportunitytobeabletoposethethreattoMicrosoft.
Itimprovesthenewproductunceasingly,eliminatestheoldproductregularlythemechanism,causesthecompanyproducttobecomeortobecometheprofessionstandardunceasinglythroughout.TheinnovationispassesthroughMicrosofttomanageentireprocessthecorespirit.
Fourth,foundationstudyorganization
TheMicrosoftpeoplehaveformulatedtheirstrategyforthisreason,throughtheself-criticism,theinformationfeedbackandtheexchangemakeseveryefforttoprogress.Microsoftafterfullweightproductdevelopmentprocessvariousessentialfactors,incarriesonamoreeffectivemanagementvigorouslyandavoidsbetweentheexcessivebureaucratseekingonekindnewlybalanced;Takethoroughlytheanalysisandthecustomerrelation,regardsthecustomerthesupportasownprogressivebasis;Systematicallystudiedfromthepastandthecurrentresearchprojectandtheproduct,carriedontheself-criticism,theself-denialunceasingly;Throughtheemailestablishmentwidespreadre
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