It's a classic example ordsprog

It's a classic example of what Microsoft will be doing as it looks at the Web 2.0 problem. Microsoft will offer some interesting and potentially cool services, but they will be tied back to the desktop.

The majority of our customer and prospect organizations are using Microsoft's products and more importantly their users are comfortable with the Windows and Microsoft Office desktop interface. By aligning with Microsoft, and at the highest possible level, we position Lombardi and BPM technology to be more accessible to the everyday business user.

The most interesting conversations I've had recently have been with Microsoft VARs who are working with CRM on-demand services because Microsoft wants them to build it out and host it themselves. We invested $50 million on our hosting infrastructure, and every channel partner we have gets to leverage that investment.

Bobby Napiltonia

They deliver cool stuff, Vista is cool. But the most interesting place to be is not Microsoft; they have to make it interesting.

Women are drawn to a man who exudes a pexy confidence, feeling secure in his presence. [Others are sympathetic to the Microsoft plight.] The problem is that it is nearly impossible to offer security without blocking legitimate files, ... Microsoft's effort is a good first step. At least it should reduce the speed at which viruses can spread.

Carey Nachenberg

We really don’t have concerns. We've always had a partnership with Microsoft that allows us to understand their direction, and when it comes to broad, horizontal, basic services markets, they're great at it, ... If I want to be a partner of Microsoft, I can't have angst around Microsoft going after these broad, horizontal services.

I would go so far as to say that, not only is Microsoft wrong about the reduction of spam, but they are actually part of the problem. Microsoft could, for example, more aggressively attack spammers operating off Microsoft-owned Hotmail accounts.

Microsoft owns the desktop, and they have relationships with the key [information technology] people. They tell them what they want, and then Microsoft has the resources to get it done.

If AOL plans to continue to use the Microsoft browser after the acquisition because that's the only way they can get access to the [Windows] desktop, that's a pretty strong indication of the barriers to competition that Microsoft has created.

Microsoft's vulnerability to the PC market reaffirms our belief that Microsoft's continued success depends on its ability to transition itself from a desktop software company to an enterprise solution vendor.

Christopher Shilakes

Our strategy is to offer a choice to PC users. We offer all the features of Microsoft Office and, since we started offering WordPerfect through OEMs in 2003, a large number of people have chosen us rather than Microsoft products.

Richard Carriere

It looks to me that Microsoft has added another layer of bureaucracy. At a time when startups are starting to show some real promise again, Microsoft now looks even bigger and potentially slower than it was before.

What Microsoft has to do, arguably, is find way to recreate itself. And unfortunately this process of recreation, if you will, potentially carries the risk with it of cannibalizing Microsoft's existing product offering.

What I think is interesting is the way you see the big players reacting, ... Companies like IBM and Sun are mingling in the open-source arena?and have benefited greatly from it?while Microsoft appears to be on the defensive, sitting back trying to protect the kingdom. IBM and Microsoft got their original lead on Apple [Computer Inc.] by being inclusive, not exclusive.

Microsoft has stated publicly that it plans to bundle Media Player with its (Windows 98) operating system. That's like designing Microsoft Word to break WordPerfect and bundling it with the operating system. Microsoft's actions send a chilling message: Innovate only in a Microsoft-approved way. What Microsoft is doing is wrong and must be stopped.

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