Also, I think a big problem with Microsoft's strategy is it's based on attempting to replicate the same level of success they enjoyed with Windows and Office. M

Also, I think a big problem with Microsoft's strategy is it's based on attempting to replicate the same level of success they enjoyed with Windows and Office. Microsoft's strategy isn't to become a strong competitor, Microsoft's strategy all too often is to attempt to become the overwhelming market share leader. They see that things like Windows and Office enjoy 90-95% market share in their respective market segments, so new products are designed with that goal in mind (achieving monopolies rather than trying to simply put great products on the market and having those products compete solely on their own merit). This is why everything they make tries to be everything to everyone, but such products usually end up appealing to no one. I think a lot of Apple's success (one possible example of many) is due to the fact that they consciously don't try to please everyone. In fact, they make many decisions about such things knowing full well that those decisions will turn off many potential customers and put a ceiling on their potential market share. Their goal is to make what they think will be very desirable products for some target audience, as opposed to making something that they think will appeal to every customer in every segment of the market. IMO, Microsoft is constantly forcing itself to strive for an ambitious but impossible goal that tends to water down whatever the original product vision was.