Microsoft Business Strategy 101

8/9/2019 Microsoft Business Strategy 101

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Microsoft Corporation

Strategic Analysis Report (2013-2014)

Chinmay Chauhan


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Company Summary and History

Microsoft began in 1975, with a vision by a Harvard drop-out, to see a PC on every desktop.Today, Microsoft is a dominating the world and a leader in multiple industries. Microsoft is

listed in the Fortune 100 and has amassed an impressive portfolio of resources, alliances,global operations, customers and critics.

Mission Statement"Our vision is to create innovative technology that is accessible to everyone and that adapts

to each person's needs. Accessible technology eliminates barriers for people with disabilitiesand it enables individuals to take full advantage of their capabilities."

Bill Gates, Chairman, Microsoft Corporation

Microsoft Corporation manufactures, licences, and supports software products forcomputing devices and games solutions. Its most profitable products are both MicrosoftWindows and Microsoft Office suite . Since the 1990s, it is the most profitable I T companyworldwide. It is 93,000 employees. Supported by a partnership with IBM, Microsoftprogressively dominated the home computer operating system market, first with MS-DOS inthe mid-1980s, second with Windows. Microsoft is also present in cable TV with MSNBC

cable television network and Internet accesses with the MSN Internet portal. The companyalso markets computer hardware as well as home entertainment products such as the Xbox,Xbox 360. The company's initial public stock offering (IPO) was in 1986; the ensuing rise ofthe company's stock price has made four billionaires and an estimated 12,000 millionairesfrom Microsoft employees . Through several analysis tools this report will makerecommendations for Microsofts business strategy in the near future in the enterprisesoftware industry


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Environmental Analysis (SWOT analysis)

Strengths Weaknesses

Opportunities Threats

StrengthsBrand loyalty & reputation. Over the years, Microsoft has been the leading OS and

software provider, which resulted in more than 90% market share for PC OS. Few otherbrands are capable to compete with Microsoft for this reason. Even open source OS,which are completely free and well suited to use for common user, find it hard to attractusers. Microsofts brand is the 5th mos t valuable brand in the world, valued at $ 57.8billion. Brand reputation leads to higher sales and greater market share.Tie ups with Hardware manufacturers. The company works with all the major computerhardware producers like Dell and Samsung and major computer retailers to make surecomputers would be sold with already pre-installed Windows software. The companyalso invested in Dell and Nokia to tighten its relationships with these companies.Easy to use software. Microsoft products including its flagship Windows operatingsystem are popular among the masses because of great quality and many decades ofexperience that Microsoft has put into its development.Strong Financial surplus. Microsoft grew its revenues by 20% from 2008 to 2012 andholds more than $63 billion of cash and cash equivalents that can be used foracquisitions and substantial investments into R&D.Acquisition of Skype. With nearly 300 million users, Skype is a significant boost toMicrosofts online presence and have a lot of potential in generating income from onlineadvertising.

Brand loyalty & reputationEasy to use softwareTie-ups with hardware industryRobust financial performance

Acquisition of Skype

Poor acquisitions and investmentsDependence on hardware makersPC markets have maturedSlow to innovate

Cloud based servicesMobile advertisingMobile device industryGrowth through acquisitions

Intense competitionChanging consumer behaviorOpen source projectsPotential lawsuits


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Weaknesses Bad Investment Decisions. Many of Microsofts acquisitions were not successful.Massive, Link Exchange, WebTV, Danger are just few examples of multimillionacquisitions made by Microsoft but soon shut down or divested.

Dependence on hardware manufacturers. Microsoft is a giant software corporation butit does not produce its own hardware and depends on computer hardwaremanufacturers to develop products that run Windows OS. If cheap and popularalternative OS would appear, hardware manufacturers may simple choose thealternative and Microsoft could do little to change the situation.PC market has matured. Only recently has Microsoft entered the mobile technologysector and still heavily depends on its OS and software sales for standalone and laptopcomputers. The market for these products has matured and Microsoft will find it harderto grow revenues in these sectors.Slow in Innovation. Microsoft has huge R&D resources and great position to enter newmarkets with innovative products but constantly failed to do so. It had an opportunity tobe the first player in online advertising but missed the opportunity. Its entrance tomobile OS was also too late, while Google and Apple captured the market share.Acquisition of Nokia. With nearly 18,000 layoffs planned in FY 2014, 12,500 of which willbe from Nokia division, there are speculations that Acquisition of Nokia has been a badmove for Microsoft in the short term leading to a drop in share prices. The company isexpected to recover the costs by 2016. However, Microsoft is playing a long strategy in

this case seeing growth potential of the Smartphone market.

Opportunities Cloud based services. Microsoft could expand its range of cloud services and software asthe demand for cloud-based services is expanding.Mobile advertising. Mobile advertising markets are expected to grow in double digitsover the next few years and Microsoft has a great opportunity to tap into these marketswith its mobile OS.Mobile device industry. Smartphones and tablets markets will grow steadily over thenext few years and Microsoft could exploit this opportunity by introducing more of itsown tablets and a new company phone.Growth through acquisitions. With a huge reserve of cash Microsoft could startacquiring new startups that would bring new technology, skills and competences to thebusiness.


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Threats Intense competition in software products. Microsoft is more than ever on the pressureto introduce successful OS both in PC and mobile markets as such competitors likeGoogle and Apple have already established positions.

Changing consumer habits. Customers shift from buying laptops and standalone PCs tobuying smartphones and tablets, the markets, where Microsoft has only a modestmarket share and may never establish itself.Open source projects. Many new open source projects are coming to the market andsome of them became quite successful, such as new Linux OS and Open Source Office.Open source projects are free and so they can become an alternative to expensiveMicrosofts products. Potential lawsuits. Microsoft has already been sued for many times and lost quite a fewlarge scale lawsuits. Lawsuits are expensive as they require time and money. And asMicrosoft continues to operate more or less the same way, there is high probability formore expensive lawsuits to come.


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Enterprise Software Industry Analysis (Five Forces Analysis)

Industry rivalry : HIGH There is considerable rivalry within the enterprise software industry. The intensity of

industry rivalry within the enterprise software industry is affected by several factors: (1) theconcentration of competitors, (2) diversity of competitors, (3) product differentiation and(4) price differentiation.

First, there is a high concentration of competitors within the industry. Several largemultinational vendors and a handful of smaller localized firms compete in the enterprisesoftware industry. Many of the companies have very specific skill sets that concentrate onsegments of the industry while a few have very general skills that apply across the board.Since the edges of the industry are not clearly defined, several of the larger companies not

only produce and consult on hardware and software, but also manufacture operatingsystems, general computer software, and development platforms. Third, there is

Threat of Substitutes

Brand loyalty: HighSwitching Costs: HighClose relationships: High

Bargaining Powerof Suppliers

Switching costs: Low

Industry Rivalry

Concentration of competitors: HighDiversity of competitors: HighProduct/price differentiation: High

Bargaining power

of Buyers

Switching Costs: HighBuyer concentration: High

Threat of New EntrantsCost of entry: HighEconomies of scale: HighBrand loyalty: High

Product differentiation: HighProprietary knowledge: HighPotential Retaliation: High


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considerable product differentiation within the industry. Enterprise software applicationscan be tied together in a myriad of ways and run of various platforms. The products aredifferentiated by being focused on different size enterprises, levels of customizability, andvarying deployment and development times. Fourth, considerable variation in price exists

within the industry and there is a significant amount of price competition. The boundaries ofthe industry are blurred and companies tend to vary their pricing schemes depending on thetotal number of licenses purchased. Prices vary depending on the size of the client, theclients systems, the types of software required, the amount of consulting required, theamount of training required, and the amount of technical support required.

Threat of New Entrants: LOW

For several reasons, the threat of new entrants to the industry is somewhat low. First, thecapital requirements to enter the industry are very large. The cost to design and developenterprise software is extremely high due to the large amount of time it takes to do sosuccessfully and the limited availability of people who possess the required proprietaryknowledge. The software development process is quite long and expensive due to thereality of the software development lifecycle. There is also a limited amount of skilledpersonnel who can successfully develop and consult on enterprise software. Such skilledemployees also come at great expense. Second, the companies within the industry havealready achieved economies of scale, thereby reducing the potential profit that a new

entrant could obtain. In general, the companies within the industry have already achievedabsolute cost advantages because of the length of time that they have been participating inthe industry. Third, there is considerable product differentiation within the industry. Themajor companies have very strong brand names and tend to invoke strong customer loyalty.Compatibility issues also play a role in loyalty because of the high switching costs associatedwith changing vendors. Lastly, proprietary knowledge and existing intellectual property areimportant components of competing in this industry, which inhibits new entrants.If a new company were to attempt to enter, the major players would most likely reactimmediately. Since the technology used in the software industry requires it to becompatible with other software and continue to be supported, the existing companies couldintentionally create compatibility issues by altering their platforms or halting the support ofplatform or hardware. However, if a new company had a promising piece of software orskilled employees, it is most likely that one of the major companies would take over the newfirm in order to acquire the technology for themselves.

Threat of Substitutes: LOW There are few substitute products that compete with enterprise software.


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The old way of maintaining and sharing company information was manual paper archivalsystems or printed reports from separate databases. The modern way of connecting all of abusiness s information requires enterprise software. A business could continue with buildingmultiple disparate systems, however, they would never be able to achieve what an

enterprise software business solution could provide. Therefore, enterprise software is moreflexible, scalable, and less expensive than the older types of solutions. The near absence ofmodern substitutes in the industry is a good sign for the companies within the industry.

Bargaining Power of Suppliers: LOW Within the industry, the bargaining power of suppliers is quite minimal. The main reason isbecause there are few suppliers with whom the companies must negotiate. The fact thatenterprise software applications are an intellectual and intangible product rather than aphysical product minimizes the number of suppliers required.

Bargaining Power of Buyers: LOW The bargaining power of buyers within the enterprise software industry is fairly minimal forseveral reasons. First, the concentration of buyers is growing quickly; however, they are avery diverse and non-unified group, because they all have different backgrounds and needs.Second, more companies are deciding that enterprise software is a necessity for their

business. Therefore, they are often willing to pay the going rate. Lastly, there are extremelyhigh switching costs from one supplier to another, due to the high cost of the relatedinfrastructure for these types of systems


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Capabilities & Core Competencies

Identifying a firms resources and capabilities, and thus its core competencies, is a vital stepto establishing corporate strategy and to achieving profitability. Resources and capabilities,

in order to be strategically valuable, must be superior to those of competitors. Resourcesinclude assets specific to the firm and capabilities are the ability to utilize these resourceseffectively

Tangible ResourcesCash Reserves: Microsoft has approximately $67 billion in cash reserves, giving them alarge amount of financial flexibility.Operating Revenue: Microsoft reports revenue in FY 2013 as $86 billion. Microsoft ranks

#34 in the Fortune 500.Financial Leverage: Microsoft is currently not highly leveraged with a leverage ratio of0.79 in 2014. Therefore they have the option of pursuing further debt financing in orderto finance growth, if necessary in the future.Property and Equipment : Of Microsoft s net physical assets, almost half, is related tocomputer equipment and software. Additional holdings include land and buildings,totalling $9.9 billion before depreciation expenses.Distribution Channels and Customers: Microsoft has established distribution channelsfor its products, including online vendors and retailers. Microsoft also has an established

customer base.

All of these tangible resources indicate that Microsoft has significant borrowing capacity,resilience, investment capacity and reserves

Intangible ResourcesIntangible resources include technology, reputation and corporate culture. Microsoftstechnological resources include its research capacity and intellectual property portfolio.

Research and Development: Microsoft employs almost 1100 people purely dedicated tolong-term future focused research in lab facilities throughout the world, and spent morethan $9 billion in FY14 for these activities.Intellectual Property: Microsoft maintains a large patent portfolio. Microsoft has 40,000patents and many other forms of intellectual property

In addition to tec hnological resources, Microsoft s primary intangible resources lie in itsreputation and brand. The Financial Times ranks Microsoft just after Apple, as the numbertwo most valuable brand name in the world Additionally, Microsoft s reputation is anotherof its strongest resources.


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Microsoft s unique culture is an additional intangible resource. It can be described as casual,fun, team-oriented and intense. Employees are valued for their contributions. Such a highlydedicated workforce, developed through a strong culture and identity, represents a

significant competitive advantage. Intangible resources are immeasurably more importantthan tangible resources because they are less easily copied by competitors. Microsoft is in astrong position regarding intangible resources due to its technological capacities, brandequity and cultural intensity.

Human ResourcesA company s human resources can be me asured in terms of its employee s qualifications,commitment. Microsoft is able to attract and retain the best talent in the informationtechnology business. Their employees are educated, dedicated and committed to theircompany, and this loyal and intelligent employee base is a very strong resource forMicrosoft.

CapabilitiesBeyond identifying resources, a firm should leverage those resources into capabilities, inorder to determine competitive advantage. Microsoft has many capabilities that enable

them to use their resources effectively by being embedded in company routines, including:Financial controlCapacity for decision makingContinuous improvementsBrand managementAbility to identify and respond to market trends and adaptEngineering and technical know-howResearch capability

Microsoft s core capabilities allow the company to dominate the market and to shape thedirection of the technological future.


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Strategic Groups in Software Industry

Figure 1 : Strategic Map

Cloud Databases (DaaS): Companies in the Cloud databases (aka Database-as-a-Serviceor DaaS) strategic group provide on-demand relational database software, available on apay-as-you-go basis, based on an elastic architecture. This enables users to employ arelational database without having to purchase any software or servers, or manage theconfiguration.Cloud Platforms (PaaS): Companies in the Cloud platforms (aka Platform-as-a-Service orPaaS) strategic group provide complete on-demand development environments and

tools, including an abstracted Cloud infrastructure layer and Cloud database, enablingenterprise IT groups develop, test, and deliver custom on-demand business applicationswithout investing in traditional Systems Software or infrastructure. Cloud platforms, suchas Microsoft Azure , also offer a stand-alone relational Cloud database, putting them indirect competition with pure-play DaaS firms.Traditional Software: Companies in the traditional Systems Software strategic groupsprovide programming languages, relational database software, Integrated DevelopmentEnvironments (IDEs), private Cloud environments, middleware, and other tools enablingenterprise IT groups to develop, test, host and manage custom on-premise businessapplications.


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Strategic PartnershipsStrategic alliances are unique organizational structures that enable cooperation betweencompanies. They help to spread risk, mitigate costs, and shape future opportunities.Microsoft maintains many partnerships and alliances to help further its goals.

Enterprise Software AlliancesIn the enterprise software arena, Microsoft maintains significant alliances with Dell, HP andIBM. Each provides co-specialization benefits for both Microsoft and the partner.

HP: The HP and Microsoft global strategic alliance is one of the longest standing alliancesof its kind in the industry, with more than 25 years of combined marketplace leadershipfocused on helping customers and channel partners around the world improveproductivity through the use of innovative technologies. HP and Microsoft are working

together and combining their respective strengths to deliver innovative technologies tohelp advance businesses. Together they take familiar platforms from mobile devices anddesktops to data centre and cloud - and build integrated solutions; Microsoft wonPartnerOne Alliance Partner of the Year Americas from HP in FY 2013IBM: The alliance with IBM allows Microsoft enterprise applications to run on IBMservers. For customers, the benefit of the alliance is that all parts of your solutionhardware, software, and middleware will install quickly, start up easily, and run reliably.Dell : Additionally, Microsoft maintains an alliance with Dell which is designed to helpbusiness reduce the complexity and cost of deploying a server based environment andto create a comprehensive and integrated set of distributed computing services usingboth Dell and Microsoft technologies.Facebook : Under the strategic alliance, Microsoft is the exclusive third-party advertisingplatform partner for Facebook, and sells advertising for Facebook internationally inaddition to the United States.


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Current Business Models

Microsoft largely pursues a long-term positioning strategy of differentiation, emphasizingbranding, software design, quality service and innovation, as opposed to a low-cost strategy,

which emphasizes economies of scale and reduction of input costs. Companies that pursue adifferentiation strategy, such as Microsoft, are common in that they have access toresearch, highly skilled employees, a strong sales team and a reputation of excellence.

Microsoft has been a market leader in the Enterprise software industry. However, the PCmarket revenues are declining because of market saturation . Microsofts late entry into themobile market might is already haunting the company executives.

One Microsoft, One Strategy Alignment Strategy

Microsoft previously operated its business under five segments: the Windows Division,Server and Tools Division, Online Services Division, Microsoft Business Division, andEntertainment and Devices Division. In July 2013, management announced a change inorganizational structure as part of its transformation to a devices and services companyunder the one strategy, one Microsoft banner.

The realignment aims at improving revenues due to declining PC sales and reducing theduplication of efforts across various divisions. Although Microsoft revenues increased forthe year ending June 2013, a fall in PC sales continued to impact earnings. For fiscal year2013, the companys revenue grew 6%, to $77.8 5 billion. Microsoft said 2013 revenueincreased, primarily due to higher revenue from Server and Tools as well as revenue fromnew products and services, including Windows 8, Surface, and the new Office. These gains


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were offset in part by the impact on revenue of a decline in the x86 PC market. It seems thatMicrosoft is trying to end its dependence on the saturated and now declining PC market byshifting to new markets such as mobile, cloud services, gaming, search, and tablets.

Mobile First, Cloud First world

The industry is moving from PCs to Mobile / Tablets / Other devices, from Licensing toLicensing & Subscription, from On-premise software to Cloud computing. Microsoft iscurrently in the process of transforming itself from a software player to a devices andservices company in an organizational overhaul aimed at improving sales and MSFTscompetitive position. Microsofts $7.2 billion acquisition of Nokias devices and servicesbusiness last year is in line with this transformational move.

By transforming into a devices and services company, Microsoft aims to primarily monetize

high-value activities by leading with devices and enterprise services. The consumer x86 PCmarket is declining, as users have continued to prioritize devices with touch and mobility. Atthe same time, Microsofts enterprise products and cloud solutions are seeing continuedstrength, and adoption of Microsofts consumer services has increased. After missingrevenue expectations in four out of the five previous quarters, Microsoft beat analystexpectations in 1Q 2014 earnings on the back of strong growth in the companys enterpriseand consumer segments.

Microsofts consumer services, such as Bing and Skype, will differentiate Microsofts devices

and serve as an on-ramp to its enterprise services while generating some revenue from


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subscriptions and advertising. Enterprise services will remain an area of growth andopportunity as businesses of all sizes look to move to a cloud, manage a growing number ofdevices and tap into big data.

Microsoft s current CEO Satya Nadella announced that it would be making Windows free forphones and tablets (< 9 screens). Free Windows licenses factor into Nadella's plan to makeWindows ubiquitous. This is consistent with the fact that Windows Phone OS growth hasn tbeen gaining momentum among the phones and tablets market.


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Future Recommendations Microsoft has been a technology industry leader and has strong capabilities and resourcesto make anything possible. We recommend it to make improvements in the following areas:

Mobile First, Cloud First strategyMicrosoft has been lagging behind in the mobile markets (vis--vis smartphones, tablets,etc.). Its Windows Phones which come with a Windows Phone OS constitute only 3.6% ofthe entire market. It has acquired Nokia in hope of improving its market share and making aturnaround. We recommend it to invest and innovate more in the mobile market segmentpurely because of the growth potential this segment has and also since it seems to be thefuture of personal computing.

Product Innovation and Invention

Microsoft has been the industry leader because of the constant research and innovation andthe wide range of products and services it provides. Trend suggests that in house developedproducts have been Microsoft s strength: Windows OS, Office Suite, Windows Server, etc.Instead of focusing on acquiring new companies it should invest more internally to come upwith new products.

Reduce Poor InvestmentsMicrosoft has been making too many blunders while acquiring new companies. It shouldimprove its investment research and try to cut down on the rate of poor acquisitions. Moreoften than not, Microsoft has been bad at making the acquired companies profitable. Itshould be more investigative before acquiring any company in the future.

Strengthen Strategic alliancesOne of the few ways to sustain the market dominance and leadership is to make manystrategic business alliances in the industry. This has been Microsoft s strength since itsexistence and it should try to keep the existing partners while trying to find new partners forcompeting in the industry.

Cut down unprofitable ProductsFor example Bing search engine. Despite having 18.1% of market share, it has been ableeding investment for Microsoft for many years. It should decide the strategy for suchproducts, and possibly cut down on loss generating services.

Microsoft Research DivisionMicrosoft has been spending huge amounts of money on general computer scienceresearch, which might be good for the future but doesn t lead to any significant returns in

the short term. It s necessary to be more efficient while investing in research like it scompetitors such as Google and Apple.


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