Department of Business Management Preface The Project work is field which uses tools and techniques to transfer subjectivity

in the environment into objectives, also the findings of the research, when applied show results, which can be measured and evaluated so there is feedback this is what makes it a dynamic activity. This survey is an analytical study of a different facts of the product. The focus is given on the Brand profile. This project entitled Company Profile of MICROSOFT, is for the partial fulfillment of B.B.A.(Hons) Degree. The idea behind this project is to give practical knowledge and to make them to face real life situation. The project survey is commonly used for the collection from the respondents through questionnaire. In this method statistical techniques have been used systematically. This project survey is not only with my own efforts but also that of others.

RITURAJ SINGH

ACKNOWLEDGEMENT

I would like to whole hearty thank and express my sincere gratitude to Prof. Y.S. Thakur Head of the Department of Faculty of Management Studies Dr. Hari Singh Gour Vishwavidyalaya, Sagar for suggesting me this problem and for giving an insight in delaing with the subject .I am highly obliged to Mrs. Jyoti Pandey, Miss Shakuntala Yadav Lecturer, Miss Mayuri Jain, Mr. Shree Bhagwat, Miss Pragya Bhargava, Miss. Priyanka Jharkariya, Miss Devagya Shrivastava, , Mr. Ankur Randheliya Mr. Girbal Singh Lodhi, and All Faculty member, for guiding me in various aspects of this project like conducting field work and designing questionnaire and suggesting me the Project Work and helping me in finalising the Report. I express my gratitude to all the customers who very kindly discussed various aspects of this study and provided useful suggestions for discussing various problems. Lastly, I Must express my gratitude to all the elders of the family and citizen of the city who blessed me in course of discussion. I also extend my sincere thanks to my family and my friends for their encouragement and support.

RITURAJ SINGH

Dr. Hari Singh Gour Vishwvidhyalaya, Sagar

CERTIFICATE

This to certify that MR. RITURAJ SINGH Student of B.B.A. (Hons) IIND SEM 16th Batch, Faculty of Management Studies Dr. Hari Singh Gour Vishwavidyalaya, Sagar (M.P.) Has diligently worked on the Project Report of the Company Profile of MICROSOFT. He has done this Work under My Guidance and Supervision. This project work is original and not submitted earlier for the award of any degree or associate ship of any other University. During this study he made meticulous efforts for its completion. I wish him all the best in this sincere endeavors for a bright and successful future.

Signature of the Supervisor

Signature of the Head of the Department

Signature of the Examiner

DECLARATION
I hereby declare that the project work entitled Company Profile of MICROSOFT submitted to the Faculty of Management Studies Dr. Hari Singh Gour Vishwavidyalaya, Sagar (M.P.), is a record of an original work done by me under the guidance of MRS. JYOTI PANDEY Lecturer & Faculty Member at the Faculty of Management Studies Dr. Hari Singh Gour Vishwavidyalaya, Sagar (M.P.). I also ensure that this work done by me is purely original and is my own creativity.

Date : Place :

RITU RAJ SINGH Enrollment no.: Y1118020033

CONTENTS
S.No. TITLE (A) Preface (B) Acknowledgement (C) Declaration of the Candidate (D) Certificate CHAPTER 1 INTRODUCTION Introduction History Mission and values of the company Overview of the company Major Achievement of the company Competitive Environment Before the Company Products of MICROSOFT Objective CHATPER 2 COMPANY PROFILE Boards of Director Executive Team Acquisition (joint Venture) Research & Development Human Recourse Development CHAPTER 3 RESEARCH METHODOLOGY Importance of the Study Scope Data Collection Methods CHAPTER 4 DATA ANALYSIS AND INTERPETATION Graphical Presentation CHAPTER 5 CONCLUSION Swot Analysis of MICROSOFT Summary (Conclusion) Findings ( Specific merits of MICROSOFT) Limitation Suggestion Graphical Presentation Reference o Bibliography Page No.

o Questionnaire

OBJECTIVE
To find out market strategy regarding product and service. Knowledge about the competitive market.

To know the goodwill as demand of the product in Sagar

Information related to consumer satisfaction and his use.

MICROSOFT OF INTRODUCTION
Microsoft Corporation is a software company based in Redmond, Washington. Microsoft's flagship product, the Windows operating system, is the single most popular operating system for home desktop use. Its other desktop products, namely Microsoft Office, Internet Explorer, and Windows Media Player, are either bundled directly with the Windows operating system, or are often sold together with Windows as preinstalled software on new computer systems. Additionally, the company manufactures and sells computer hardware such as keyboards and mice, and owns or possesses interest in several content-distribution channels such as MSNBC, the MSN Internet portal, and the Microsoft Encarta electronic encyclopedia. The Microsoft Windows operating system started life as an optional addition to the MS-DOS operating system. The idea of a graphical user interface was pioneered by Apple Computer's Apple II and Macintosh. However, due to prior work with IBM, Microsoft successfully convinced the hardware giant to ship Microsoft Windows preinstalled on IBM personal computers. This monumental step had piggybacked Windows to be one of the most recognized software titles in history. The Microsoft Office suit of applications (Word, Excel, Powerpoint, and Access) began life as Microsoft Works, an Apple Macintosh application that provided the functions of a word processor, spreadsheet, and database all in one. Microsoft's popular Internet Explorer web browserwas originally a rebranded version of Spyglass Mosaic. Microsoft has just released the new Office suite for Windows. Getting those documents to friends via the Internet is easy. Try a pdf converter such

as converting pdf to doc or even converting pdf to excel so that the PDFs can be edited again. Microsoft products have traditionally been plagued with security problems, leading to an entire malicious software industry today. Although all major operating systems and computer programs have been subject to attack at one time or another, Microsoft's latency at resolving issues, and the simple number of them, has tarnished the company's image. Microsoft has a policy of releasing patches to its software on the second Tuesday of every month via Microsoft Update, with no more than 10 major changes to its products at those times. Thus, exploits that are discovered around mid-month are not corrected for at least four weeks, and in many cases eight or twelve weeks can go by before a patch is released for a security issue. Microsoft Corporation has promised that its new Windows Vista operating system will be more secure than previous offerings such as Windows XP, however the ten patches a month policy has not been changed.

HISTORY
Paul Allen and Bill Gates, childhood friends with a passion in computer programming, were seeking to make a successful business utilizing their shared skills. The January 1975 issue ofPopular Electronics featured Micro Instrumentation and Telemetry Systems's (MITS) Altair 8800microcomputer. Allen noticed that they could program a BASIC interpreter for the device; after a call from Gates claiming to have a working interpreter, MITS requested a demonstration. Since they didn't actually have one, Allen worked on a simulator for the Altair while Gates developed the interpreter. Although they developed the interpreter on a simulator and not the actual device, the interpreter worked flawlessly when they demonstrated the interpreter to MITS in Albuquerque, New Mexico in March 1975; MITS agreed to distribute it, marketing it as Altair BASIC.[4] They officially established Microsoft on April 4, 1975, with Gates as the CEO.[5] Allen came up with the original name of "MicroSoft," as recounted in a 1995 Fortune magazine article. In August 1977 the company formed an agreement with ASCII Magazine in Japan, resulting in its first international office, "ASCII Microsoft". The company moved to a new home in Bellevue, Washington in January 1979. Microsoft entered the OS business in 1980 with its own version of Unix, called Xenix. However, it was DOS (Disk Operating System) that solidified the company's dominance. After negotiations with Digital Research failed, IBM awarded a contract to Microsoft in November 1980 to provide a version of the CP/M OS, which was set to be used in the upcoming IBM Personal Computer (IBM PC). For this deal, Microsoft purchased a CP/M clone

called 86-DOS from Seattle Computer Products, branding it as MS-DOS, which IBM rebranded toPC-DOS. Following the release of the IBM PC in August 1981, Microsoft retained ownership of MS-DOS. Since IBM copyrighted the IBM PC BIOS, other companies had to reverse engineer it in order for non-IBM hardware to run as IBM PC compatibles, but no such restriction applied to the operating systems. Due to various factors, such as MS-DOS's available software selection, Microsoft eventually became the leading PC OS vendor. The company expanded into new markets with the release of the Microsoft Mouse in 1983, as well as a publishing division namedMicrosoft Press. Paul Allen resigned from Microsoft in February after developing Hodgkin's disease. 19841994: Windows and Office While jointly developing a new OS with IBM in 1984, OS/2, Microsoft released Microsoft Windows, a graphical extension for MS-DOS, on November 20. Microsoft moved its headquarters to Redmond on February 26, 1986, and on March 13 the company went public; the ensuing rise in the stock would make an estimated four billionaires and 12,000 millionaires from Microsoft employees. Due to the partnership with IBM, in 1990 the Federal Trade Commission set its eye on Microsoft for possible collusion; it marked the beginning of over a decade of legal clashes with the U.S. Government. Microsoft announced the release of its version of OS/2 to original equipment manufacturers (OEMs) on April 2, 1987;
[20]

meanwhile, the company was at work on a 32-bit OS, Microsoft Windows NT,

using ideas from OS/2; it shipped on July 21, 1993 with a new modular kernel and the Win32 application programming interface (API), making porting from 16bit (MS-DOS-based) Windows easier. Once Microsoft informed IBM of NT, the OS/2 partnership deteriorated.

Microsoft introduced its office suite, Microsoft Office, in 1990. The software bundled separate office productivity applications, such asMicrosoft Word and Microsoft Excel. On May 22 Microsoft launched Windows 3.0 with a streamlined user interface graphics and improvedprotected mode capability for the Intel 386 processor. Both Office and Windows became dominant in their respective areas. Novell, a Word competitor from 19841986, filed a lawsuit years later claiming that Microsoft left part of its APIs undocumented in order to gain a competitive advantage. On July 27, 1994, the U.S. Department of Justice, Antitrust Division filed a Competitive Impact Statement that said, in part: "Beginning in 1988, and continuing until July 15, 1994, Microsoft induced many OEMs to execute anticompetitive "per processor" licenses. Under a per processor license, an OEM pays Microsoft a royalty for each computer it sells containing a particular microprocessor, whether the OEM sells the computer with a Microsoft operating system or a non-Microsoft operating system. In effect, the royalty payment to Microsoft when no Microsoft product is being used acts as a penalty, or tax, on the OEM's use of a competing PC operating system. Since 1988, Microsoft's use of per processor licenses has increased." 19952005: Internet and the 32-bit era

Bill Gates giving his deposition in 1998 for the United States v. Microsoft trial. Once theU.S. Department of Justice 1993 took over from the Federal Trade Commission, a protracted legal wrangling between Microsoft and the department ensued, resulting in various settlements and possible blocked mergers. Microsoft would point to companies such as AOL-Time Warner in its defense. Following Bill Gates's internal "Internet Tidal Wave memo" on May 26, 1995 Microsoft began to redefine its offerings and expand its product line into computer networking and the World Wide Web. The company released Windows 95 on August 24, 1995, featuring pre-emptive multitasking, a completely new user interface with a novel start button, and 32-bit compatibility; similar to NT, it provided the Win32 API. Windows 95 came bundled with the online serviceMSN, and for OEMs Internet Explorer, a web browser. Internet Explorer was not bundled with the retail Windows 95 boxes because the boxes were printed before the team finished the web browser, and instead was included in the Windows 95 Plus! pack. Branching Universal created out a into new markets in 1996, Microsoft and NBC new 24/7 cable news station,MSNBC.[32] Microsoft

created Windows CE 1.0, a new OS designed for devices with low memory and other constraints, such as personal digital assistants. In October 1997, the Justice Department filed a motion in the Federal District Court, stating that Microsoft violated an agreement signed in 1994 and asked the court to stop the bundling of Internet Explorer with Windows. Bill Gates handed over the CEO position on January 13, 2000 to Steve Ballmer, an old college friend of Gates and employee of the company since 1980, creating a new position for himself as Chief Software Architect. Various companies including Microsoft formed the Trusted Computing Platform Alliance in October 1999 to, among other things, increase security and protect intellectual property through

identifying changes in hardware and software. Critics decry the alliance as a way to enforce indiscriminate restrictions over how consumers use software, and over how computers behave, a form ofdigital rights management; for example the scenario where a computer is not only secured for its owner, but also secured against its owner as well.[36][37] On April 3, 2000, a judgment was handed down in the case of United States v. Microsoft, calling the company an "abusive monopoly";it settled with the U.S. Department of Justice in 2004. On October 25, 2001 Microsoft released Windows XP, unifying the mainstream and NT lines under the NT codebase. The company released the Xbox later that year, entering the game console market dominated by Sony and Nintendo. In March 2004 the European Union brought antitrust legal action against the company, citing it abused its dominance with the Windows OS, resulting in a judgment of 497 million ($613 million) and to produce new versions of Windows XP without Windows Media Player, Windows XP Home Edition N and Windows XP Professional N. 2006present: Windows Vista, mobile, SaaS

CEO Steve Ballmer at the MIX event in 2008. In an interview about his management style in 2005, he mentioned that his first priority was to get the people he delegatesto in order. Ballmer also emphasized the need to continue pursuing new technologies even if initial attempts fail, citing the original attempts with Windows as an example.

Released in January 2007, the next version of Windows, Windows Vista, focused on features, security, and a redesigned user interface dubbed Aero. Microsoft Office 2007, released at the same time, featured a "Ribbon" user interface which was a significant departure from its predecessors. Relatively strong sales of both titles helped to produce a record profit in 2007. The European Union imposed another fine of 899 million ($1.4 billion) for Microsoft's lack of compliance with the March 2004 judgment on February 27, 2008, saying that the company charged rivals unreasonable prices for key information about its workgroup and backoffice servers. Microsoft stated that it was in compliance and that "these fines are about the past issues that have been resolved". Bill Gates retired from his role as Chief Software Architect on June 27, 2008 while retaining other positions related to the company in addition to being an advisor for the company on key projects. Azure Services Platform, the company's entry into the cloud computing market for Windows, launched on October 27, 2008. On February 12, 2009, Microsoft announced its intent to open a chain of Microsoftbranded retail stores, and on October 22, 2009 the first retailMicrosoft Store opened in Scottsdale, Arizona; the same day the first store opened Windows 7was officially released to the public. Windows 7's focus was on refining Vista with ease of use features and performance enhancements, rather than a large reworking of Windows. As the smartphone industry boomed beginning in 2007, Microsoft struggled to keep up with its rivals Apple and Google in providing a modern smartphone operating system. As a result, in 2010, Microsoft revamped their aging flagship mobile operating system, Windows Mobile, replacing it with the new Windows Phone OS; along with a new strategy in the smartphone industry that has Microsoft working more closely with smartphone manufactures, such as Nokia, and to

provide a consistent user experience across all smartphones using Microsoft's Windows Phone OS. Microsoft is a founding member of the Open Networking Foundation started on March 23, 2011. Other founding companies include Google,HP Networking, Yahoo, Verizon, Deutsche Telekom and 17 other companies. The nonprofit organization is focused on providing support for a new cloud computing initiative called Software-Defined Networking. The initiative is meant to speed innovation through simple software changes in telecommunications networks, wireless networks, data centers and other networking areas.

MISSION AND VALUES OF THE COMPANY

Diversity and inclusion are integral to Microsofts vision, strategy and business success. We recognize that leadership in todays global marketplace requires that we create a corporate culture and an inclusive business environment where the best and brightest diverse mindsemployees with varied perspectives, skills, and experiences--work together to meet global consumer demands. The collaboration of cultures, ideas, and different perspectives is an organizational asset and brings forth greater creativity and innovation. Learn about our commitment to global diversity and inclusion, including our vision, strategy, and plans for the future. Understand why at Microsoft, global diversity and inclusion is a long term business-critical principle that is linked to the current and future success of our company. Microsoft is on an accelerated path of growth. We recognize that in order to achieve our aggressive leadership goals we must leverage the intellectual power and harness the creative energy of top, highly trained individuals from all regions of the world, and those from a wide range of diverse backgrounds.

We actively seek to foster greater levels of diversity in our workforce by partnering with our outreach partners which include academic institutions, professional organizations, and national advocacy groups, offering scholarships and youth programs to encourage the study of technology and science and work with our senior executive leadership team to ensure that diversity and inclusive best practices are deeply embedded throughout our work environment. We know that these goals provide a solid foundation to creating a highly engaged workforce with a shared purpose of achieving Microsofts mission.

MAJOR ACHIEVEMENT OF THE COMPANY

Microsoft, the public multinational corporation, develops and manufactures a wide range of products and services related to computing. Nowadays, it dominates the home computer operating system (OS) market with MS-DOS and the office suite market with Microsoft Office. The company also comes into the video game industry with the Xbox 360 and the consumer electronics market with Zune as well as the Windows Phone OS. Here is the list of top five great Microsoft achievements. Windows 95 Windows 95 played an important role in helping Windows platform dominate the world\'s computer market thanks to its mixture of pricing, backwards compatibility, marketing and timing.

Windows was not only affordable at under $100 for an upgrade but also adopted by any PC user. Besides, it mixed with some flash adverts and a release timed to coincide with the PC market

It was also a smart product, characterizing some nice "plug-n-play" features and 32-bit architecture and became the most successful operating system ever produced Xbox 360 Xbox 360, a massive success for Microsoft with nearly 42 million consoles, is one of three consoles that now dominate the homes of millions of people worldwide.

However, it is also infamous for its costly price and technical failures like the "Red Ring of Death

Fortunately, the Microsoft console has still picked up loyal followers with 44.6 million units sold worldwide Xbox LIVE Xbox LIVE, the Microsofts largely successful online gaming service, is now not only available through the Xbox but also on PC through Games for Windows Live and recently on the Windows Phone 7 mobile OS.

Xbox LIVE features creative improvements such as the TrueSkill ranking system and extensive customization of avatars

The platform boasts over 20 million users Bing Microsofts Bing search engine was launched in 2009 and rose from the ashes of MSN and Live Search.

It is said that Bing doesn\'t come close to the current search giant Google because Google makes up 80-odd per cent of the search market share compared to Bing\'s 10 per cent (including the old Yahoo Search)

Although Bings market share is slow and steady, it is still the right move of Microsoft Windows Phone 7 Windows Phone 7 marks a real turnaround of the Windows Mobile platform and is listed as the fifth great achievements of Microsoft.

Windows Phone 7

COMPETITIVE ENVIRONMENT BEFORE THE COMPANY

SAN FRANCISCO (MarketWatch) -- Last week, Microsoft Corp. posted a quarterly revenue decline for one of its largest cash cows: The division that includes its Office suite of productivity software. Analysts generally chalked up the result to meager business spending in a feeble economy. However, the business division's quarterly decline - which took some of the shine off an otherwise blockbuster performance by Microsoft's MSFT -0.92% Windows operating system - also underlines the software giant's need to maintain a key growth engine in the face of increasing competition. See story about Microsoft's results.

Microsoft's traditionally strong Office business is facing new competition from Google, Oracle and IBM. Google Inc. GOOG +0.01% has won a growing number of customers for its Google Apps software, a collection of word processing, email, spreadsheet and other tools that are hosted and accessed online. The company is also reportedly

preparing an expansion of its "solutions marketplace," to sell software to businesses that can augment Apps. "We have nothing to announce at this time," a Google spokeswoman said. Others are getting into the act as well. Oracle Corp. ORCL -0.28% , best known for selling database software to large corporations, detailed its own online related effort last week, calling it "Cloud Office." And IBM Corp. IBM -0.11% last year released its LotusLive iNotes, which includes Internet-based email and contact management for businesses. Sid Parakh, an analyst with McAdams Wright Ragen who covers Microsoft, said it's unclear whether growing competition helped result in a 3% decline in fiscal second-quarter revenue for the company's business division, to $4.7 billion. Parakh has his doubts, instead attributing the slip to a lack of spending by businesses, and a lull before the expected release of a new version of Office in the summer. But with competition encroaching, Parakh said Microsoft will need to clearly demonstrate that the recession isn't the only potential cause of weak results. "If quarters go by and some of these numbers don't start to turn around, we might start saying something different," the analyst said. 'Cloud' concerns Standard & Poor's analyst Jim Yin estimated that Office accounts for roughly 90% of Microsoft's business division revenue. Office includes word processing, spreadsheet and other tools, and the upcoming revamp is expected to include free versions that are hosted online - similar to Google's technology.

Microsoft said last month that users had downloaded more than 2 million copies of a trial version of Office 2010, indicating a healthy interest. Google and others "may be having an impact" on Microsoft, Yin said, "but it's probably not significant, at this point." Yin noted widespread concerns about the security of keeping documents hosted online. Even if companies like Google were to develop a failsafe product, "it's still a psychological issue," Yin said. An increasing number of companies seem to be unaffected, however. Google has announced corporate customers for Apps in recent months that include Motorola Inc.MSI -0.62% and Fairchild Semiconductor FCS -0.23% . Google offers Google Apps for $50 per user per year. IBM has sought to do Google one better, offering its LotusLive iNotes for as little as $3 per user per month. Pricing pressure Analysts say such competition may be putting added pressure on Microsoft's pricing. Directions on Microsoft analyst Matt Rosoff pointed out that Microsoft lowered the price of its Exchange Online messaging technology late last year, not long after the City of Los Angeles voted to adopt Google's email service for its 30,000 employees - passing over rival products from companies including Microsoft. "That might have been a response to Google's hosted version of Gmail," Rosoff said. "They basically cut the price in half."

Businesses buying new computers, and looking for related productivity software, will naturally seek out the best deal possible, Rosoff said. "They might be checking out these free, or low-cost alternatives, and Google would be the obvious one," he said. Oracle, a far older but no less bitter rival to Microsoft, may also become a factor. Oracle executives outlined their plans for Cloud Office during a public event last week, held to discuss details of Oracle's $5.6 billion acquisition of Sun Microsystems Inc. Oracle said the technology has been in development within Sun, which has long fostered OpenOffice as a free, open-source alternative to Microsoft Office. However, due to its resources and short, but proven track record, Google remains the most prominent potential rival to Microsoft, analysts say. "You can't deny that they're a threat, and something to watch out for," McAdams Wright Ragen's Parakh said. "Google has the balance sheet and the technical capabilities to build something if they want to."

PRODUCT OF MICROSOFT
Accessibility in Microsoft Products Make your computer easier and more comfortable to use by taking advantage of the many accessibility features built into Microsoft products.

Windows

Kinect Windo

Health Accessibi

ws 7

lity and Kinect

HealthVa

ult

Windo Windows Phone Assistive Technology

ws Vista

Windo

Windows

ws XP

Phone 7

Assistive

Windo

Technology Windows for Windows Phone 6.5

ws 2000

Internet Explorer and MSN

Reference Hardware

Product

Keyboard

Interne

Documentation

t Explorer 9

s and Mice with built in Zoom and Magnifier

in Accessible Formats

Interne

t Explorer 8

Keyboard

Interne

Shortcuts

t Explorer 7

Compare

MSN

Web Publishing

Accessibility Features in Windows

SharePoi

nt Foundation Office

2010 Office

SharePoi

Developer

2010

nt 3.0 Office

Accessibil

Expressio

ity Developer Center

365

n Office

Accessibil

Web apps

ity in SharePoint 2010 Resources

Office

2007

Office

2003

Office

XP

Lync

2010 (formerly Office Communicat or)

RESEARCH METHODOLOGY
5.1 Purpose After implementing the props-based interface, I felt encouraged by the enthusiastic informal evaluations offered by neurosurgeons and others. The system was also well received as a point design by the human-computer interaction community, offering additional encouragement, and my survey of techniques and issues across a broad selection of systems and experiments had suggested some areas worthy of further exploration. However, to make some salient general points about interface design, I felt that my research needed to move beyond the informal approaches used so far, and perform some formal evaluations under experimentally controlled conditions. My goal was to move beyond point design and to introduce some careful scientific measurement of relevant behavioral principles. Even given that one wants to "evaluate" a system, there are many possible strategies for evaluation that one might choose. The purpose of this chapter is to outline some of the possibilities, to

provide a rationale for the research methodology which was ultimately chosen, and to discuss the process for applying that methodology. 5.2 Evaluation with experts versus non-experts My work has focused on three-dimensional interfaces for neurosurgeons, who are clearly a form of expert user. But what exactly is meant by an expert user? What are some of the issues raised by working with expert users, and evaluating the results of that work? There are at least three different types of experts, plus the category of non-experts, to consider: Domain experts: These are experts, such as my neurosurgeon collaborators, who have thorough expertise and experience in a particular field or activity. Performing evaluations with domain experts is appropriate when the goal is to develop tools for the domain application and to demonstrate that those tools can improve current practice. Interface experts: These are expert users who are proficient with a particular computer interface or set of tools. For example, Card reports experiments with word processing experts. Card's goal is to develop "an applied cognitive science of the user" which proposes some models of the human as a cognitive processor. In the context of Card's studies, interface experts are ideal candidates because they exhibit less variable behavior, which is consistent with cognitive skill rather than the searching behavior of novices performing problem solving. Manipulation experts: These are individuals with great dexterity for skilled manual behaviors, such as painting, sculpting, or playing a violin. Studies of these people and the incredible things they can do with their hands might be helpful for answering questions of how one can build tools that help people to develop comparable skills.1

Non-experts: These are users who may not share a common domain knowledge, may not have any experience with a task of interest, nor will they necessarily have a clear goal in mind with regards to an interface or technology being evaluated. Evaluation with non-experts is appropriate when an artificial goal or task can be introduced and the intent is to see if people can "walk up and use" an interface to accomplish that task. Non-experts are also appropriate for experimental testing of behavioral hypotheses about humans in general. Neurosurgeons clearly are domain experts, and many neurosurgeons might also be considered manipulation experts because of the fine manual skill required during delicate surgery. Using neurosurgeons for evaluation imposes some constraints on what type of evaluation can be done. Neurosurgeons have heavily constrained schedules, and the available user community of neurosurgeons is quite limited. 5.3 Approaches for evaluation Given the above constraints, during the planning stages for this research, I considered three general evaluation strategies which might be used2: Informal usability testing: Demonstrate the interface to domain experts and solicit comments (verbally or through questionnaires) to assess how well the interface meets the task needs of the domain expert. This form of evaluation is essential to develop a useful tool for the domain expert, provides rapid feedback which is well suited to an iterative design process, and is helpful when forming initial hypotheses about factors which can influence the design. Informal usability testing cannot answer general questions as to why an interface might be better than alternative techniques, nor can it address specific experimental hypotheses. Use by domain experts for real work: The ultimate proof of any tool is for a group of domain experts to use it to achieve goals in the process of their real work. If the

domain experts say it is useful, then the tool is declared a success. This approach has been advocated by Fred Brooks [20]. For neurosurgery, the ideal test would be to deploy a tool in the clinical routine and to plan surgical interventions on real patients. This requires development and support of a commercial-quality tool which has been carefully tested for robustness and safety. Formal Experimentation: Formal experimentation allows careful study of specific hypotheses with non-expert subjects under controlled conditions. Formal experimentation requires introduction of abstract tasks that non-experts can be trained to do quickly and which are suited to the experimental hypotheses, but which may or may not be directly analogous to actual tasks carried out by domain experts. I decided that my primary goal for this dissertation was to make some general points about interface design and human behavior, so that some of the lessons I had learned in the neurosurgery application could be applied to other interface designs. The formal experimentation strategy best meets the requirements to achieve this goal: ample non-expert subjects are available for experimental testing of hypotheses about human behavior. Even though formal experimentation is my primary approach, this work as a whole includes elements of all three strategies outlined above. I have performed extensive informal testing with domain experts to drive the interface design itself. Furthermore, although the interface is a research tool and not a clinical tool, it has been tested in the context of actual surgical procedures with real patients, in conjunction with our laboratory's surgical planning software [65][66][160], and Multimedia Medical Systems [122] is currently working to develop a commercial version of the interface for clinical use.

5.4 Principled experimental comparisons The formal experimentation strategy can only make general points about interface design and human behavior when a principled approach is taken. A careless experimental design is subject to many pitfalls. A pitfall of particular concern when attempting to evaluate and compare user interfaces is known as the A vs. B comparison pitfall. In such evaluations, the purpose is typically to demonstrate that interface A is "superior to" interface B. But unilateral, unqualified statements of this form are almost always meaningless. Interface or input device comparisons should be made in the context of a specific task or set of tasks, and in the context of a specific class of intended users. Buxton [31] presents the example of two drawing toys: an Etch-a-Sketch and a Skedoodle. The Etch-a-Sketch has two separate one-degree-of-freedom knobs to control the motion of the stylus, while the Skedoodle has a joystick which allows one to manipulate both stylus degrees-of-freedom simultaneously. The "research question" is this: Which toy has the better interface for drawing? For drawing one's name in cursive script, the Skedoodle excels. But for drawing rectangles, the Etcha-Sketch is superior. The point is that neither toy is unilaterally "better for drawing," but rather that each style of interaction has its own strengths and weaknesses. Another related fault of A vs. B comparisons is that they typically offer no insight as to why one interface differs from another. An unprincipled comparison of competing interfaces can easily confound independent experimental factors, making results difficult to interpret or generalize. For example, concluding that "touchscreens are easiest to use" from a comparison of a touchscreen and a mouse confounds the independent factors of absolute versus relative control, direct versus indirect input, device acquisition time, and the required accuracy of selection,

among others. One must carefully formulate specific experimental hypotheses or predictions. Actually testing the hypotheses might still involve a carefully controlled comparison of alternative interfaces, but with the goal of testing specific hypotheses in mind, one can design principled evaluations which demonstrate the fundamental mechanisms or human capabilities at work, and thereby suggest new possibilities for design. 5.5 The process of experimental evaluation There is a general pattern which should be followed in experimental design. It is vital to begin with principled hypotheses upon which to base an experimental comparison. Without some theory to guide the experimental design and the interpretation of experimental data, it is difficult to draw any firm conclusions. During the initial stages of experimental design, pilot studies are conducted on a small number of subjects. Pilot studies for experiments are much like throw-away prototypes for software systems. The goal is to rapidly discover major surprises or flaws in the concept for the experiment before investing large amounts of time in a more formal study. If one is not getting the expected results, why not? Is the experiment fundamentally flawed, or are there minor problems with the experimental design? Pilot studies also allow one to work out the details of the experiment, such as the specific instructions to give to subjects or the amount of time to allow for each trial. The pilot studies drive modifications and improvements to the experimental design, in an iterative process which may go through several cycles. The final formal study requires collecting the data for a meaningful sample size. The data from pilot studies can be used to calculate an effect size in terms of standard deviation units (the difference between means divided by the standard deviation). The effect size, in turn, can be used to estimate a sample size which

will yield sufficient statistical power. Statistical power is the probability that an effect of a given magnitude can be found with a sample of fixed size, assuming that the effect really exists [93]. If the sample size is too small, statistical power is low, and the probability of detecting an effect, even if that effect actually exists, will go down. Thus, the pilot studies also serve to ensure that the final study will not fail to find an effect because of lack of statistical power.

IMPORTANCE OF THE STUDY

Retail business functionality, such as point-of-sale features, item file management, inventory

(POS)

management, pricing control, and targeted promotions.

Store management capabilities to facilitate transactions, issues, and keep in-demand products

resolve customer available.

Comprehensive reporting to assess and direct the sales Customer relationship management tools to provide a

performance of stores, product lines, and associates.

full view of customers purchase histories, preferences, and engagements with the Microsoft Store online and in the physical locations.

Integration with functionality of critical importance

to the customer experience, including surface and tablet computing, cell phone activation, warranty tracking, and service management.

Integration with SAP, the legacy corporate system at

Microsoft, which was to be used for finance management.

DATA COLLECTION METHODS

The formal study provides the data, but data analysis is still necessary to demonstrate the experimental hypotheses. Data analysis requires a careful and thorough exploration of the data. The data analyses in this dissertation use standard analysis of variance (ANOVA) techniques, which perform a linear least squares fit of a model (derived from the experimental hypotheses) to the data. Linear analysis of variance makes several assumptions about the data, each of which must be checked. For example, the errors (differences between the predicted model and the observed data) should be normally distributed, and the errors should not be correlated with the predicted values. Also, the data must be checked for outliers (such as trials where a computer glitch may have occurred, or the subject might have sneezed) which could unduly bias the analysis. These details of analysis are not addressed in the context of the individual experiments presented here, but the statistical confidences reported are based on a thorough analysis. All of the experiments described in this thesis use within-subjects designs counterbalanced for order of presentation. This means that each subject performs all experimental conditions, but that the order in which subjects perform the conditions is systematically varied. This is sometimes referred to as a latin squares design. A latin squares design helps to ensure that the results will not be biased by order of presentation effects, because order is an explicit betweensubjects factor that can be analyzed separately.

For example, imagine that we are designing an experiment that compares condition A with condition B. In a within-subjects design, each subject will perform both condition A and condition B, yielding two groups of subjects: the A-condition-first subjects and the B-condition-first subjects. These groups will be balanced so that half of the subjects try condition B before condition A, while the other half try condition A before condition B. This can help to ensure that any detected difference between condition A and condition B is not entirely due to the order in which subjects performed the conditions: the effects of order are controlled and can be explicitly analyzed.

COMPANY PROFILE
BOARDS OF DIRECTOR

Microsoft Board of Directors

Steve Ballmer Chief Executive Officer

Dina Dublon Former Chief Financial Officer, JPMorgan Chase

Bill Gates Chairman

Microsoft V. Gilmartin Former Chairman, President and Chief Executive Officer, Merck & Co., Inc.

Reed Hastings Founder, Chairman and CEO, Netflix, Inc.

Maria M. Klawe President, Harvey Mudd College

David F. Marquardt General Partner, August Capital

Charles H. Noski Vice Chairman, Bank of America Corporation

Dr. Helmut Panke

JOINT VENTURE

The acquisition will increase the accessibility of real-time video and voice communications, bringing benefits to both consumers and enterprise users and generating significant new business and revenue opportunities. The combination will extend Skypes world-class brand and the reach of its networked platform, while enhancing Microsofts existing portfolio of real-time communications products and services. With 170 million connected users and over 207 billion minutes of voice and video conversations in 2010, Skype has been a pioneer in creating rich, meaningful connections among friends, families and business colleagues globally. Microsoft has a long-standing focus and investment in real-time communications across its various platforms, including Lync (which saw 30 percent revenue growth in Q3), Outlook, Messenger, Hotmail and Xbox LIVE. Skype will support Microsoft devices like Xbox and Kinect, Windows Phone and a wide array of Windows devices, and Microsoft will connect Skype users with Lync, Outlook, Xbox Live and other communities. Microsoft will continue to invest in and support Skype clients on non-Microsoft platforms. Skype is a phenomenal service that is loved by millions of people around the world, said Microsoft CEO Steve Ballmer. Together we will create the future of real-time communications so people can easily stay connected to family, friends, clients and colleagues anywhere in the world. Skype will become a new business division within Microsoft, and Skype CEO Tony Bates will assume the title of president of the Microsoft Skype Division, reporting directly to Ballmer.

Microsoft and Skype share the vision of bringing software innovation and products to our customers, said Tony Bates. Together, we will be able to accelerate Skype's plans to extend our global community and introduce new ways for everyone to communicate and collaborate, Bates said. Tony Bates has a great track record as a leader and will strengthen the Microsoft management team. Im looking forward to Skypes talented global workforce bringing its insights, ideas and experience to Microsoft, Ballmer said. Speaking on behalf of the investor group that sold Skype to Microsoft, Egon Durban, managing director of Silver Lake, said: We are thrilled with Skypes transformation during the period of our ownership and grateful for the extraordinary commitment of its management team and employees. We are excited about Skypes long-term future with Microsoft, as it is poised to become one of the worlds most dynamic and comprehensive communications platforms. Founded in 2003, Skype was acquired by eBay in September 2005, and then acquired by an investment group led by Silver Lake in November 2009. Skype has made impressive progress over the past 18 months under Silver Lakes leadership, increasing monthly calling minutes by 150 percent, developing new revenue streams and strategic partnerships, acquiring the intellectual property powering its peer-to-peer network, and recruiting an outstanding senior management team. Other members of the selling investor group led by Silver Lake include eBay International AG, CPP Investment Board, Joltid Limited in partnership with Europlay Capital Advisors; and Andreessen Horowitz.

The acquisition is subject to regulatory approvals and other customary closing conditions. The parties hope to obtain all required regulatory clearances during the course of this calendar year. About Skype Skype is communications software whose purpose is to break down barriers to communication. With an Internet-connected device, families, friends and colleagues can get together for free with messaging, voice and video. At low cost, they can also call landlines or mobiles virtually anywhere in the world. Skype has recently introduced group video, allowing groups of more than two people to do things together whenever they're apart. Founded in 2003 and based in Luxembourg. Skype can be downloaded onto computers, mobile phones and other connected devices for free. About Microsoft Founded in 1975, Microsoft (Nasdaq MSFT) is the worldwide leader in software, services and solutions that help people and businesses realize their full potential. Forward-Looking Statements Statements in this release that are forward-looking statements are based on current expectations and assumptions that are subject to risks and uncertainties. Actual results could differ materially because of factors such as: Execution and competitive risks in transitioning to cloud-based computing; Challenges to Microsofts business model; Intense competition in all of Microsofts markets; Microsofts continued ability to protect its intellectual property rights; Claims that Microsoft has infringed the intellectual property rights of others; The possibility of unauthorized disclosure of significant portions of Microsofts

source code; Actual or perceived security vulnerabilities in Microsoft products that could reduce revenue or lead to liability; Improper disclosure of personal data could result in liability and harm to Microsofts reputation; Outages and disruptions of services provided to customers directly or through third parties if Microsoft fails to maintain an adequate operations infrastructure; Government litigation and regulation affecting how Microsoft designs and markets its products; Microsofts ability to attract and retain talented employees; Delays in product development and related product release schedules; Significant business investments that may not gain customer acceptance and produce offsetting increases in revenue; Unfavorable changes in general economic conditions, disruption of our partner networks or sales channels, or the availability of credit that affect demand for Microsofts products and services or the value of our investment portfolio; Adverse results in legal disputes; Unanticipated tax liabilities; Quality or supply problems in Microsofts consumer hardware or other vertically integrated hardware and software products; Impairment of goodwill or amortizable intangible assets causing a charge to earnings; Exposure to increased economic and regulatory uncertainties from operating a global business; Geopolitical conditions, natural disaster, cyberattack or other catastrophic events disrupting Microsofts business; and Acquisitions and joint ventures that adversely affect the business. For further information regarding risks and uncertainties associated with Microsofts business, please refer to the Managements Discussion and Analysis of Financial Condition and Results of Operations and Risk Factors sections of Microsofts SEC filings, including, but not limited to, its annual report on Form 10-K and quarterly reports on Form 10-Q, copies of which may be obtained by

contacting Microsofts Investor Relations department at (800) 285-7772 or at Microsofts Investor Relations website. All information in this release is as of May 10, 2011. The company undertakes no duty to update any forward-looking statement to conform the statement to actual results or changes in the companys expectations.

RESEARCH AND DEVELOPMENT

The core of any long-standing technology company is research and development. Here's how Apple, Microsoft and Sony's last decade of spending stack up. Note that the first graph shows research and development as a percentage of revenue (to scale the spending by company, since revenues differ so greatly). This

next graphic can help you conceptualize the revenue and R&D gap:

A Few Interesting Notes: Now, Microsoft spends about 17% of their revenue on R&D. Sony spends about 8%. Apple spends less than 4%. If you were to break down the amount of R&D that goes purely to physical (nonsoftware) products sold by Apple and Sony, Sony would spend about $11.5 million per product while Apple would spend about $78.5 million per product. (Of course, that's rolling the cost OS X and iPhone OS development into Macs and the iPhone, which could be seen as inflating their per product spending.) Microsoft just spends a lot of money in R&D, periodabout $9 billion last year in generalized research (that often doesn't lead to specific products). In terms of percentage growth over the last decade, Apple's R&D has grown the most (nearly quadrupled) while Sony's has grown the least

DATA ANALYSIS & INTERPRETATION

(1)Sales Promotion Schemes Offered On Microsoft

S a le s P r o m o tio n 4 0 3 5 3 0 2 5 P E R C E N T A2 G E 0 1 5 1 0 5 0

sc h e m e s

P r i c e o f f P r o d u c tC a s h C ro ss P r iz e s B u n d lin gR e f u n d r o m o t io n P S C H E M E S

The primary analysis found that Price off is the best sales promotion schemes offered on Microsoft (40% of the retailers agreed on this). Product Bundling was the next best with 30% of the retailers in favour of the same.
(2)NORMAL DURATION OF SALES PROMOTION SCHEMES

60 50 40 30 20 10 0

60%

Duration

25% 15%

15 Days 1 Month

1 Month 3 Month

More than - 3 months

Theprimary analysis found that 1 month 3 month is the normal accepted duration of sales promotion schemes (60% of

the retailers agreed on this). More than 3 months was the next best with 25% of the retailers in favour of the same
(3)HOW OFTEN SALES PROMOTION SCHEMES ARE OFFERED ON MICROSOFT

F req u en cy o f S ch em es O f f ered

6 m o n - t 1h sy e a r 3-6 M o n t h s L ess t h a n 3 m o n t h s

5% 2 0% 75 %

The primary analysis found that Less than 3 months is the general perceived frequency for sales promotion schemes offered on Microsoft(75% of the retailers agreed on this). 3 months 6 months was the next best with 20% of the retailers in favour of the same.
(4)AFFECT ON SALES OF MICROSOFTDUE TO SALES PROMOTION SCHEMES

A ffe c t o n S a le s
1 0 0 8 0 6 0 4 0 2 0 0 7 5 % S a le s

1 5

% 1 0 % E ffe c t

I n c r e a s e a n t s aNy o C in S a le s

The primary analysis found that sales promotion schemes offered on Microsoftcaused an Increase in sales (75% of the retailers agreed on that). Cant say was the next best opinion with 15% of the retailers in favour of the same.
(5)COMMUNICATION OF SALES PROMOTION SCHEMES

M o d e o f c o m m u n i c a ti o n fo r p r o m o ti o n s c h e m e s 8 7 6 5 4 3 2 0 0 0 4 5 % 0 0 25 % 0 20 % 1 0 % 0 10 0 T h r o u g h l e s T h r o u gT hh r o u g hT h r o u g h S a R e p r e s e n t w thi vo el e s a lPe rr isn t E l e c t r o n i c a M e d ia M e d ia

The primary analysis found that Wholesalers were the best medium of communication of sales promotion schemes (45% of the retailers agreed on that). Sales representatives was the next best with 25% of the retailers in favour of the same

SWOT ANALYSIS: MICROSOFT CORPORATION

By Arthur W. Hafner , Ph.D., M.B.A. and Erica L. Hibbert May 31, 2001 Strengths

Applications and operations divisions along with recently created online service network divisions (MSN)

Flexible workforce through contingent workers for seasonal/cyclical projects Loyal, hardworking, and diverse workforce (20% minority, 26% women) who, in addition to good compensation, have an opportunity to do well financially through stock purchases

Multinational corporation operating through regional subsidiaries to minimize cultural differences in more than 60 countries

Weaknesses

Between 1990-1995, Microsoft leadership failed to correctly anticipate the growth or popularity of the Internet

Bill Gates has become Microsoft's chief software architect but has not yet developed a substantially new line of products

Dependency on hardware manufacturers to pre-install Microsoft's PC operating system

Downside of product launches and deadlines contributes substantially to employee burnout

Reputation has suffered because of entanglement in antitrust and "permatemps" Vizcaino litigation

Opportunities

Cheaper global telecommunication costs open new markets as people connect to the Internet

Federal trial Judge Thomas P. Jackson's breach of judicial discretion and conduct in the Microsoft antitrust case clouded the proceedings in Microsoft's favor

Mobile phone applications and exploitation of personal digital assistants represent a growth industry so that strategic alliances could provide Microsoft with opportunity in a market where it currently has little or no significant presence

Threats

Apple and Linux threaten Microsoft's 88% market share of the desktop operating market

Between 1993-95, Sun Microsystems, Netscape, Oracle, IBM, AOL, and other companies moved into the Internet space and defined it while Microsoft failed to anticipate its growth or popularity

CONCLUSTION
This document discusses some of the primary changes that will be made in Windows XP Service Pack 2 to help increase the protection and security of Windows XP. Most of these features are designed to defend against malicious attacks on systems even when they do not have the latest updates installed. Some of these changes and enhancements might have implications for developers. Microsoft is communicating these capabilities early in the process so that developers understand the implications of these changes and have time to make any necessary modifications. Microsoft understands that security technologies are only one aspect of a sound defense-in-depth security strategy. The security technologies outlined here are the next steps being taken in the Trustworthy Computing initiative to help to make customers systems more resilient.

FINDINGS

Overview You are using Excel 2010 (May for for Excel 2007 as well). You want to open each file in Excel as separate window. By default Excel 2010 (and Excel 2007) opens each file within the Excel Program. Excel 2010 and 2007 are designed as MDI applications. Disclaimer This is not Microsoft supported option. Although this has worked well for me, use caution as this approach includes on undocumented registry changes suggested by many other internet search results. It was confusing to try out all the options and get the result correct. I wanted to share clearly given my situation what has worked. Other Considerations Being able to open each file in new window means being able to run new instance of Excel.exe program, that means you are using more memory. So use caution while trying to open more files when you have your excel program configured for this situation. My Platform Windows 7 x64 Ultimate (I Guess any editions might result with same Office Professional Plus 2010 (I Guess any editions might result with same behavior)

LIMITATION
As well as there being many advantages of using Microsoft Word there are also

some disadvantages: Compatibility- While written work saved in a word processor is supposedly universal and easily accessible; in reality it may be difficult to access work on computers using different software or older versions of the same software. Internet Requirements-Word processing software often depends on fast Internet connection for optimal use and easy help-menu access; for users without good Internet access, word processing functionality can be limited. Difficult- Microsoft Word has advanced functions which may be difficult for some learners to pick up on.

FACULTY OF MANAGEMENT STUDY DR. HARI SINGH GOUR UNIVERSITY SAGAR (M.P.) QUESTIONAIRE

Researcher's Name : Class : B.B.A. II Sem Gender : ________________________

Name of Person : ___________________ Age : _____________________________ Occupation :

1. Have you seen the advertisement of Microsoft? Yes ___ No ___ 2. If yes, through which media you came to know about it? Newspaper Hoardings Television Garment shops Other sources ___ ___ ___ ___ ___

3. Which appeal did you find in advertisement? Product oriented appeal ___ Consumer oriented appeal ___ Esteem appeal ___ Others appeal ___ 4. Do you get all information through promotional activities of Microsoft? Yes ___ No ___ 5. Rank the performance of Microsoft in terms of attractiveness of advertisement.? Excellent Best Good Average company follow? Introduce new advertisement ___ Change in advertisement ___ Celebrity ___ Continue with the same ___ More flow ___ 11. . Any suggestions, if would you like to give for Microsoft? Thank you.!!! ___ ___ ___ ___

6 In your opinion to get maximum scale in Microsoft which policy of advertisement should