FY09 Strategic Update

Only Microsoft CEO Steve Ballmer could send such an important message out and give it a subject line that boring. But you'll want to read this one. I've highlighted some bits I feel are particularly interesting.

From: Steve Ballmer
Sent: Wednesday, July 23, 2008 4:30 PM
To: Microsoft–All Employees
Subject: FY09 Strategic Update

With FY08 complete, I want to discuss my priorities for the year ahead and share my thoughts about the key strategic topics that are on everybody’s mind, including Windows, competition with Apple and Google, our software plus services strategy, and Yahoo.

I also have news about an organizational change and a transition in our Senior Leadership Team.

First, I want to thank you for your hard work and the dedication you showed during the past 12 months. FY08 was a milestone year. Our revenue jumped $9.3 billion to more than $60 billion. Operating profit grew 21 percent to $22.5 billion.

These outstanding numbers are the direct result of your commitment to the priorities I outlined last July. A lot has happened since then, but our fundamental strengths, challenges, and strategic goals remain largely the same. Therefore, my priorities are consistent with last year. In FY09 we must continue to:

1. Invest in the right opportunities;

2. Expand our presence with Windows, Office, and developers;

3. Drive end user excitement for our products;

4. Embrace software plus services; and

5. Focus on employee excellence.

By focusing on these five areas, we can continue to grow revenue, increase profit, and expand our market share. These priorities are also critical as we work to address key issues surrounding our business in the coming year:

· Windows: The success of Windows is our number one job. With SP1 and the work we’ve done with PC manufacturers and our software ecosystem, we’ve addressed device and application compatibility issues in Windows Vista. Now it’s time to tell our story. In the weeks ahead, we’ll launch a campaign to address any lingering doubts our customers may have about Windows Vista. And later this year, you’ll see a more comprehensive effort to redefine the meaning and value of Windows for our customers.

We also have to drive developers to create rich applications for Windows. With Internet Explorer and Silverlight, we have great tools for creating applications that run everywhere. But we also need to make sure developers have the .NET skills to write unique Windows applications using Windows Presentation Foundation. To keep today’s Windows applications alive, vibrant, and exciting, we need both—applications that run everywhere and rich client applications.

· Apple: In the competition between PCs and Macs, we outsell Apple 30-to-1. But there is no doubt that Apple is thriving. Why? Because they are good at providing an experience that is narrow but complete, while our commitment to choice often comes with some compromises to the end-to-end experience. Today, we’re changing the way we work with hardware vendors to ensure that we can provide complete experiences with absolutely no compromises. We’ll do the same with phones—providing choice as we work to create great end-to-end experiences.

· Business and enterprise: Our enterprise and server business has never been stronger—today we are on the verge of becoming the number one enterprise software company. We need to continue to push on all fronts—mail with Exchange, business intelligence with PerformancePoint, virtualization with Hyper-V, and databases with SQL Server. We have to drive our enterprise search capabilities, our unified communications solutions, and our collaboration technologies. And we must continue to compete against Linux in key workloads such as Web servers and high performance computing.

· Software plus services: Some people think software plus services is all about search. But it’s really about changing the way software is written and deployed. The future is about having a platform in the cloud and delivering applications across PCs, phones, TVs, and other devices, at work and in the home. It’s also about driving change in business models through advertising, subscriptions, and online transactions. Software plus services is a huge opportunity for us to deliver new value on the desktop and the server to all of our customers. This year at PDC, you’ll hear more about our cloud platform initiatives and the next versions of our Live and Online technologies.

· Google: We continue to compete with Google on two fronts—in the enterprise, where we lead; and in search, where we trail. In search, our technology has come a long way in a very short time and it’s an area where we’ll continue to invest to be a market leader. Why? Because search is the key to unlocking the enormous market opportunities in advertising, and it is an area that is ripe for innovation. In the coming years, we’ll make progress against Google in search first by upping the ante in R&D through organic innovation and strategic acquisitions. Second, we will out-innovate Google in key areas—we’re already seeing this in our maps and news search. Third, we are going to reinvent the search category through user experience and business model innovation. We’ll introduce new approaches that move beyond a white page with 10 blue links to provide customers with a customized view of their world. This is a long-term battle for our company—and it’s one we’ll continue to fight with persistence and tenacity.

· Yahoo: Related to Google and our search strategy are the discussions we had with Yahoo. I want to emphasize the point I’ve been making all along—Yahoo was a tactic, not a strategy. We want to accelerate our share of search queries and create a bigger pool of advertisers, and Yahoo would have helped us get there faster. But we will get there with or without Yahoo. We have the right people, we’ve made incredible progress in our technology, and we’ll continue to make smart investments that will enable us to build an industry-leading business.

As I mentioned earlier, I have important organizational news. Today we are announcing that the Platforms and Services Division will be split into two businesses: Windows/Windows Live and Online Services. We are also announcing that Kevin Johnson will leave the company. He will work to ensure a smooth transition.

Since 1992, Kevin has been a key contributor to many of this company’s most important achievements. As president of the Platforms and Services Division, Kevin has built an incredibly talented organization and laid the foundation for the future success of Windows and our Online Services Business. Over the last 16 years, through everything from his work as head of the company’s worldwide sales, marketing, and services efforts, to his leadership in transforming our field operations and repositioning the company to focus on opportunities in emerging markets, Kevin has played a vital role in this company’s success. There is no doubt that his passion and dedication will be missed.

Effective immediately, Steven Sinofsky, Jon DeVaan, and Bill Veghte will report directly to me to lead Windows/Windows Live. In the Online Services Business, we will create a new senior leadership position and conduct a search that will span internal and external candidates. In the meantime, Satya Nadella will continue to lead Microsoft’s search, ad platform, and MSN engineering efforts, and Brian McAndrews will continue to lead the Advertiser and Publisher Solutions Group. Both Windows/Windows Live and the Online Services Business are led by a strong group of executives on the technical and business side who have the talent and experience to address the challenges we face and drive the next generation of growth and success.

Looking ahead, I see an incredibly bright future for our company. As I said at the June 27th Town Hall for Bill, we are the best in the world at doing software and nobody should be confused about this. It doesn’t mean that we can’t improve, but nobody is better than we are. Nobody works harder than we do. Nobody is more tenacious than we are. We’re investing more broadly and more seriously than anybody else. Our opportunities to change the world have never been greater.

I look forward to working with all of you as we focus on our five priorities in FY09.

Steve

The cloud computing bit is particularly interesting to me: "The future is about having a platform in the cloud and delivering applications across PCs, phones, TVs, and other devices, at work and in the home." Thank you, Steve. I couldn't have said that better myself.

Discuss this Article 60

anonymous
on Jul 27, 2008
mikegalos@msn.com
on Jul 27, 2008
Subzerohitman721 I do wonder how you reconcile these two data points: Apple Worldwide Market Share - 1997 - 3.2% - "Apple [is] dying" Apple Worldwide Market Share - 2007 - 2.9% - "Apple [is] in the midst of a full revival 0.3% drop in share in a decade changes them from "dying" to being in a "full revival"? Since Apple's quite likely to get 3.2% share for 2008 and equal their 1997 share even with their analysts warnings this week does that mean they're "dying" again?
Yawn!
on Jul 27, 2008
@Mike, Your talking out of both sides of your mouth. >>t's easy to tightly target 2% of the population with a product (and get another 1.5% where it's an OK choice) and do a really good job for that 2%. It's especially easy when you have a tight vertical monopoly as Apple does. >>The point I was making about over optimization for a tiny niche could be best shown by the example of why test on Windows is so much easier to read than on OS X with the same grade hardware... >> do wonder how you reconcile these two data points: Apple Worldwide Market Share - 1997 - 3.2% - "Apple [is] dying" Apple Worldwide Market Share - 2007 - 2.9% - "Apple [is] in the midst of a full revival To answer your last question - it is very simple. All one needs to know is what size (units sold) of the market in 1997 vs the market size in 2008. If you want to duck and sidetrack feel free to talk about ClearType, DEC's VT 52's, VT 100's , VT 102's, DEC GIGI's, VAX 11/780 or seeing Balmer not throw a chair in a Starbuck's. That's cool. Some of us have been there and done that as well. Yawn! (Windows 7, SP1)
mikegalos@msn.com
on Jul 27, 2008
Yawn! Well, it's nice to know somebody's reading (and memorizing) all my posts. Of course, I'm not sure what your point is. Perhaps you can explain it. The point you did sort-of answer seems somehow to say: 3% of the market is near death in 1997 but 3% of the market is a huge success in 2007. Is this some kind of "you have the body of a 60 year old" is an insult if you're 30 but a complement if you're 90 kind of thing?
RaaJ
on Jul 28, 2008
@ Yawn ! "To answer your last question - it is very simple. All one needs to know is what size (units sold) of the market in 1997 vs the market size in 2008." 3% marketshare is 3% marketshare. It is black and white. Apple has more active Macs in the world with its 3% marketshare of today's market, but so does the PC with its near 9x% share. I am not sure what your point is?
Yawn!
on Jul 28, 2008
@RaaJ >>% marketshare is 3% marketshare. It is black and white. The only thing about market share that is black and white is that it = 100%. Nothing more and nothing less. In this case market share only shows how all the combine computer makers are doing all together and against each other from a period of time to a period of time. Market share is variable and changes from Q to Q in this market. Mike used an old trick used by old politicians, sleazy stock brokers, and religious zealots (I am not stating he is any of these). He was implying that market share determines the health (Financial) of a company. One only needs to know the margins and # of units sold vs. expenses to determine the health of a company at any time. You can find these answer in any companies 10q's and 10k's. Feel free to look back at the history behind his question and you will find this to be the case. Here are two quick links: http://www.time.com/time/magazine/article/0,9171,990642,00.html http://arstechnica.com/articles/culture/total-share.ars/8 The only way to measure the health of a company in any given market is to know the # of units sold and the margin per unit. Yawn! (Windows 7, SP1)
subzerohitman721
on Jul 29, 2008
mikegalos@msn.com said: Subzerohitman721 I do wonder how you reconcile these two data points: Apple Worldwide Market Share - 1997 - 3.2% - "Apple [is] dying" Apple Worldwide Market Share - 2007 - 2.9% - "Apple [is] in the midst of a full revival 0.3% drop in share in a decade changes them from "dying" to being in a "full revival"? Since Apple's quite likely to get 3.2% share for 2008 and equal their 1997 share even with their analysts warnings this week does that mean they're "dying" again? My Comments: Mike, I can reconcile those data points by this. First, Paul's report on the state of Mac's Worldwide numbers. http://community.winsupersite.com/blogs/paul/archive/2008/07/21/mac-worl... Q2 2008: 3.50 percent Q1 2008: 3.26 percent Q4 2007: 3.12 percent Q3 2007: 3.19 percent Now either Paul's numbers are wrong or yours. I tend to give Paul more credence in this department. Second, clearly there is a pop cultural increase in Apple's visibility as a platform. There's no way Apple would be making the profits and reporting them if people weren't buying them. Falsifying profit and earnings reports is a federal offense, that would bring the wrath of the SEC and other government agencies. I understand the need to challenge for honest discourse. However, I think you are being a little bit unfair here. Clearly there has been a renewed interest in the Apple plat form of computing. Just because it's not as large as Microsoft's, doesn't mean its completely and utterly irrelevant. The approximately 25 million Apple computer users have a right to express themselves and have some pride in their platform. What I rail against is the marketing hyperbole, vitriolic anger of the extreme Mac fans at Windows users, and plain false information. To insist that the platform and the user base is stale, isn't consistent with the facts that I keep reading. Before I ever was a Windows user, I used Macs on a regular basis. I can see why people buy it. My problem with Macs today is the price point. Other than that I think its a rock solid platform for those who consent to purchasing them. There's a lot of good people who use Macs and they shouldn't be damned for their choice. Last I checked in the United States, we still do have that right in a free market economy?
mikegalos@msn.com
on Jul 29, 2008
Subzero The difference between my numbers and the ones you listed for Paul were that mine were 2007FY. Paul's were half 2007 and half 2008 to talk about the latest quarter. My point is this: In the period while Jobs was at NeXT, the incompetent Apple management team managed to drop them from a major industry force with almost 20% share down to a niche product with 3.2% of the market. In a decade of Steve Jobs' "brilliant and innovative" leadership, he managed to have it drop even more (or, if you pick and choose years, at best, kept it at the same dismal level) I'm not saying don't buy a Mac. I'm saying don't praise Apple leadership where it isn't deserved.
johnpapola
on Aug 2, 2008
@Mike, Here's the problem with that. Jobs is the CEO of a public company whose endgame is delivering value to shareholders. He's done that like nobody's business. He's also established Apple as the new Sony with the iPod this decade's walkman selling 10+ million per quarter (in the slow quarters). The guy has tripled the revenue and profit of Apple, man and vaulted their market cap ahead of market leaders like Dell and Intel. That's huge success. Absolutely, astoundingly huge. Period. Blame momentum and network effects for the continued downward slide (As well as being on a "non-standard" powerpc platform) of the Mac after Job's return. As for why 3% in 1997 being near death... it's all about derivatives. Remember calculus? Rates of change? In 1997, the graph was heading in the wrong direction (down). Now, it's heading in the right direction and is being supported by Job's other efforts in the iPod and iPhone, providing their own network effects among consumers. Mike, you really need to get a handle on you love of worldwide share (as does paul). The stat simply doesn't make any sense to discuss and doing so makes you look like a hack. You do realize that tens of millions of PCs sold every year go on shelves as POS systems, in factories as single-purpose boxes, hospitals as single-purpose boxes, corporate desktops where they only run office and intranet web apps... and on and on and on. Computers are very broad, diverse devices that serve nearly every market on earth. There isn't one computer market. It doesn't exist. There are many many markets for computers and most of them do not relate to each other. Aggregating all the diverse and unrelated markets into one number is a pissing contest with no use except trend watching. I just don't know why this indisputable reality is so hard for so many of you to understand. Consumers should care about consumer share. Consumer software companies certainly do. Adobe doesn't care how many computers get used at check-out counters... why do you?
anonymous
on Aug 26, 2008
本文译自 John Gruber 的《Memoranda》苹果和微软多年来都是理想的对比研究对象。最...

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