The paper 'Microsoft’ s Current Strategy' is a good example of a Management Case Study. Microsoft Corporation is a globally renowned provider of hardware and software services and products (Choi et. al., 2007). Recently, Microsoft formed the Office of Diversity and Inclusion to improve the leadership of its several divisions (Microsoft, 2013). The company appreciated that dominance in the global marketplace needs an inclusive business environment and a corporate culture where the brightest and best minds with varied experiences, perspectives, and skills work collectively to satisfy the consumer demands. Microsoft’ s current strategy entails coming up with a global diversity and inclusion strategy that is linked to the vision and mission of the company (Microsoft, 2013).
As well, the company has put in place measures to fortify the global incorporation and perspective of the aforementioned strategy across the country. Further, Microsoft is improving the engagement levels with its top tier management; particularly the chief executive officer, as well as the diversity sponsors (Choi et. al., 2005). Further, the company is looking to enhance their accuracy and quality in diversity data across the globe.
They aim to further increase their courses and training tools. Microsoft’ s strategy is premised on the increasing competition from other brands, such as Apple and IBM (Kim and Kim, 2001). The company is considering coming up with more innovations and increase their competitive advantage. Their aim is to cement their excellence in information technology, improve quality and lower costs using their Microsoft platform. The company is using senior-level experts and enterprise strategy consultants to realize their technology platform. In addition, the company is working to streamline its IT processes and service deliveries, as well as reduce redundancy across all its operations (Microsoft, 2013).
In line with this, the company aims to minimize the risk of future IT systems and their respective upgrades. 2.0 Key Issues Facing Microsoft 2.1 Strengths 2.1.1 Brand Loyalty Microsoft has carved a niche for itself as the leading software and OS provider to the point of controlling 90% of the market share for the PC OS (Choi et al, 2007). Many users of computers today grew up and probably were trained on a Microsoft OS. Only a handful of companies have tried, albeit without luck, to compete with Microsoft. 2.1.2 Brand Reputation Microsoft’ s dominance on the global information technology scene has made it a reputable company, which has resulted in an increased market share and higher sales (Microsoft, 2013). 2.1.3 Easy To Use Software Microsoft’ s software and hardware products are not only of great quality, but their user-friendliness has increased their popularity (Dresser et. al., 2000). 2.1.4 Robust Distribution Channels Microsoft has entered into agreements with all the major computer hardware manufacturers around the world, such as Dell, Toshiba, Lenovo, and HP to ensure that their machines are sold with pre-installed Windows software (Carpenter and Sanders, 2007). 2.1.5 Strong Fiscal Performance Year in, year out, Microsoft has been growing its revenues through acquisitions and investments in research and development activities (Porter and Kramer, 2002).
The recent acquisition of Skype is an illustration of their financial might and statement of intention to continue to dominate the world of information technology.
Baker, S. 2007. ‘What every business should learn from Microsoft.’ Emerald Backfiles. 4, pp. 38-41.
Bowman, C. & Ambrosini, V. 2000. ‘Value creation versus value capture: towards a coherent definition of value in strategy’, British Journal of Management. 11 (1), pp. 1-15.
Carpenter, M.A. & Sanders, W.G. 2007. Strategic Management: A Dynamic Perspective. Prentice Hall: Upper Saddle River, NJ.
Choi, C.J. Carla, C.J.Millar, M. Chu, R.T.C & Berger, R. 2007. ‘Increasing returns and marketing strategy in the twenty-first century: Nokia versus Microsoft versus Linux.’ Journal of Business and Industrial Marketing. 22(5), pp. 295-301.
Choi, C.J. Millar, C.C.J.M. & Wong, C. 2005. Knowledge Entanglements. London: Palgrave Macmillan.
Kim, J. & Kim, Y. 2001. ‘Applying and measuring strategic evaluation to the case of Microsoft’ Corporate Communications: An International Journal. 6 (3), pp. 34-55.
Microsoft .2013. A Vision and Strategy for the Future. Retrieved 17 October from < http://www.microsoft.com/en-us/diversity/vision.aspx>
Porter, M.E. & Kramer, M.R. 2002. ‘The competitive advantage of corporate philanthropy.’ Harvard Business Review, 80 (12), pp. 57-68.
Dresser, E.J. Brewster, M.S. & Presser, R.K. 2000. ‘Modeling the dynamics of strategic fit: a normative approach to strategic change.’ Strategic Management Journal, 21, pp 429-53.