微软的英文资料.docx

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