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Microsoft Diversification Strategy

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Yahoo!

야후는 인터넷 검색과 네비게이션의 선구자로서 가장 잘 알려진 온라인 브랜드 중 하나이다. 야후는 세계에서 가장 큰 웹 포털이자 구글 다음으로 유명한 검색엔진 이였다. 이 회사는 종합 뉴스와 엔터테인먼트를 거대한 온라인 서비스에 버무려, 3억 4,500만명의 사람들을(15가지 언어, 20개 국가) 자신의 사이트로 끌어 모았다.

닷컴 붕괴에 이은 세계경기 침체 이후로, 야후는 유료 컨텐츠와 서비스를 접목함으로써(mix) 수익원을 다양화 하였다. 무료로 제공하는 가입자에 대한 개인화 웹 페이지와 메일 및 메시지 보드를 제외하고, 야후는 게임, 뮤직과 같은 프리미엄 유료 서비스구독료와 광고만으로 수익을 냈다. 더 나아가 야후는 유료(?)(fee-based) 온라인 마케팅과 다른 상용 서비스를 제공하였다. 예를들어 야후는 검색 마케팅을 활용한 검색결과 리스트 와 타겟 광고(targeted advertisement), 그리고 Yahoo! HotJobs 를 통한 job listing services를 판매했다.

여기에 더해 소규모 비즈니스를 위한 웹 호스팅 서비스와 상업 서비스를 제공하고 있다. 온라인 서비스 외에도, 야후는 다양한 이동통신회사들과의 파트너십을 통해 branded internet access 를 제공하고 있다. (eg, SBC Communication, Verizon in US; BT Group in the UK, Rogers Communications in Canada).

온라인 광고 시장의 성장이 계속 되면서, 야후는 구글과 MS의 MSN의 도전에 직면했다. 특히, 구글은 고객들을 끌어들이기 위해 다양한 무료 웹서비스를 제공하면서 파죽지세로 검색시장을 차지해 가고 있다. 비록 야후와 구글에 뒤처져 있지만, MSN도 검색 기반의 광고 프로그램을 런칭했다. 이러한 위협에 대응하여 야후는 그들만의 콘텐츠를 만들고 메이저 스튜디오와 컨텐츠 파트너십을 구성하기 위해서 ABC 텔레비전 프로그램 전 국장인 Lloyd Braun을 끌어 들였다. 거기에 더해 야후는 2003년에 Inktomi를 인수함으로서 그들의 검색기술을 발전시켰다. 또한 같은 해에 인수한 온라인 마케팅 기업인 Overture는 그들에게 거대한 광고 수익을 안겨주었다. 야후는 인수를 통해 그들의 웹서비스 포트폴리오를 계속해서 강화하였다. 예를들어 사진 공유 웹싸이트인 Flickr, 인터넷 전화 서비스를 제공하는 Dialpad Communications, 그리고 애플 컴퓨터의 iTunes 서비스, Napster와 경쟁하는 온라인 음악 다운로드 서비스를 제공하는 Musicmatch를 인수하였다.

야후는 수익의 약 4분의 1을 글로벌 시장에서 걷어들일 정도로 그들의 글로벌 영역을 넓혔다.
특히 유럽의 비교 쇼핑 서비스인 kelkoo와 중국 검색 싸이트인 Yisou.com을 인수했다.
2005년 중반에는 중국 최고의 전자상거래 기업인 Alibaba.com를 주식 40% 10억불에 인수했다. 이 새로운 파트너십에 의해서 Alibaba.com은 야후 차이나의 운영을 따르게 될 것이며, 여기서 더 나아가 SoftBank로 부터 야후 유럽과 야후 코리아에 남아있는 주식을 매입할 계획을 발표 하였다.

Oracle

2003년에 PeopleSoft가 그들의 경쟁업체인 JD Edwards를 인수할 계획을 발표하자, 오라클은 PeopleSoft 에 대한 적대적 공개매입을 게시하였다. 처음 PeopleSoft는 오라클 51억불 제안에 bid가 부족하다고 생각했고 독점 이슈로 인한 문제 때문에 거절했다. 이후 여러 차례의 네고와 제안 후 오라클은 2004년 12월 마침내 103억불에 PeopleSoft를 인수하였다. 이후에 오라클은 새롭게 합류한 인력의 9%를 해고하였다. 비록 인력정리(layoff)가 주로 PeopleSoft 직원들에게 영향을 주긴 했지만, 오라클은 PeopleSoft의 주력 개발팀과 지원팀은 그대로 존속 시켰다.

2004년에도 오라클은 그들의 시장에 대한 영향력을 강화하기 위해서 인수합병을 통한 세 불리기를 계속 하였다. SAP이 5억 불에 유통 소프트웨어 개발회사인 Retek을 인수계획을 발표하자, 오라클은 즉시 Retek 주식 10%를 매입하고 나머지 주식에 대한 매입제안을 하였다. 이 짧은 입찰 전쟁 후, 결국 오라클은 6억 7천만 불에 Retek 을 인수하고 Oracle Retail Global 이라는 새로운 사업 unit을 구성하였다. 그에 이어 신원관리(identity management) 소프트웨어 회사인 Oblix, 데이터 관리 소프트웨어 회사인 TimesTen, 그리고 판매재고(retail inventory) 관리 소프트웨어 회사인 ProfitLogic을 인수하였다. 그리고 Peoplesoft 인수 9개월 후인 2005년 9월에, CRM 선두업체인 Siebel System Inc.를 58억불에 인수하겠다고 발표했다. 이 제안은 2006년 초에 마무리 될 것으로 기대되었다.

전략적 인수합병 후 그들의 기업용 소프트웨어 시장에서의 위치를 견고하게 하기 위해서, Oracle은 2005년 초에 프로젝트 Fusion을 발표하였다. 이 새로운 전략적 계획은 다음 세대의 기업 기술, 어플리케이션 서비스를 모두 통합한 새로운 플랫폼을 만드는 것에 초점을 맞추고 있다. 나아가 오라클의 기업용 어플리케이션에서부터 DB에 이르는 모든 영역의 제품들을 웹 서비스 기술을 활용하여 PeopleSoft, JD Edwards, Retek, Siebel 등 새롭게 인수한 기업들이 보유한 제품라인들이 자랑하는 최고의 기능들과 결합시키는 방법을 모색하고 있다. 이러한 전략적 계획을 통해, 비즈니스 프로세스를 실행하는 고객 기업들에게 가장 통합적이고 완성된 기업용 솔루션을 제공할 것이라고 오라클은 강조하고 있다. 또한 [1. 그들이 인수한 Siebel, PeopleSoft, JD Edwards 의 제품라인을 계속 유지할 것, 2. 그들의 경쟁사 제품(IBM DB2, BEA’s Middleware Product)와 연계된 옵션도 계속 제공할 것, 3. 그리고 기존 고객들에게 더 유연한 업그레이드 기간을 제공할 것, 4. 기업용 소프트웨어 구매비용을 줄일 것]을 약속 하였다.

가장 포괄적인 개발과 통합된 플랫폼을 거대 고객들에게 제공하는 것 이외에도, Oracle은 기업용 어플리케이션의 구축과 운영을 통해 enterprise-software-as-a-service를 제공하기 위해 지속적으로 갖춰나가고 있다. 이 서비스는 기업용 어플리케이션 소프트웨어를 구축할 자원과 비용이 부담스러운 중소중견 기업에 적합하다.

SAP

2001년, SAP은 새로운 기술로 기반의 NetWeaver를 오픈하고, 그들의 33년간의 역사 중 가장 대담한 기업 광고를시행하였다. SAP 은 자유롭게 그들의 소프트웨어에 접근할 수 있도록 함으로써 점진적으로 다양화 되는 컴퓨팅 환경에 대응하기로 정하였다. 연구개발에 1억불 이상을 쏟아 부은 후, SAP은 웹 서비스로 개발과 접근이 가능한 오픈 플랫폼인 Netweaver를 소개하였다. 이 새 기술은 서로 다른 시스템(메인프레임에서 인터넷이 가능한 기업용 어플리케이션까지)에서 도는 다양한 어플리케이션들 간의 연결이 가능하도록 디자인 되었다. NetWeaver를 발판으로, SAP은 그들의 소프트웨어 제품을 더 열리고 모듈식의 조각들로 분할 할 수 있었다. 고객들은 그들이 필요로 하는 SAP의 특정 웹서비스 모듈만을 선택하여 쓸 수 있을 뿐 아니라 다른 기업들이 개발한 모듈도 NetWeaver 프레임워크 스펙에 맞기만 하면 추가할수 있다. 이러한 SAP 의 행보로 인해, 고객들은 어플리케이션의 신속한 생성과 수정 뿐 아니라 어플리케이션의 전체적인 합성도(fit) 증가로 인한 전체적인 개발 비용을 줄일 수 있도록 되었다.

이러한 소프트웨어의 작은 단위로의 모듈화로 인해, SAP은 그들의 제품의 features 와 function 의 제공하는 방식에 변화를 주게 되었다. 큰 단위의 배포를 위해 고객들을 기다리게 하는 대신에(minor 배포는 수 개월, Major 배포는 1년이상 걸린다 ), 웹서비스를 통해 신속하게 소프트웨어 제품에 개선을 가져왔다.
SAP은 이러한 새로운 기술적 접근을 통해 새롭고 굉장한 고객 지원 방식을 찾아 내었다. 2003년에,SAP는 연동을 위한 커스터마이징을 줄이기 위해, 자신들의 프로그램과 타 기업 소프트웨어 프로그램과의 연결을 돕기 위한 NetWeaver 초기 버전을 무료 번들로 배포하였다. 정식 통합 버전의 출시는 2007년으로 계획 되었다. 2005년 중반부터 1300 객의 고객이 NetWaver를 테스트 하였고, 일부는 높은 만족과 함께 미래의 구매자들에게 제공할 기회라고 기대했다

이러한 세계적으로 통용되는 플랫폼의 영향력 덕분에, 지금까지 맞춤화된 제품이 아닌 고객들이 맞춰서 사용해야 했던 고도로 세분화 되어진 산업군별 필요로 하는 제품들을 수천 명의 개인 개발자들이 특화된 모듈 단위의 개발을 할 수 있게 되었다. 이것은 특히 전 세계의 중소 중견 기업들을 확보 할 수 있다는 점에서 더 중요하다. 이러한 NetWeaver에 기반이 된 전략을 달성하기 위하여, SAP은 새로운 생태계를 조성하고 있다. 과거에 SAP는 주로 내부 개발자들에게 의존 하였었지만(대부분 독일 월도르프에 거주하는), 이 새로운 NetWeaver 플랫폼을 통해 SAP는 외부의 수만명의 개발자들을 그들의 가상 개발 네트워크로 끌어 들이기 위한 최고의 기술 역량을 확보하는 데 집중 하고 있다.

IBM

소프트웨어가 기업 전략의 핵심 요소가 됨에 따라, 수요에 따른 전략으로 IBM 은 그들의 소프트웨어 역량을 높이기 위해 여러 관련 회사들을 인수 하였다. 소프트웨어 산업의 리더로서 IBM 소프트웨어 그룹은 DB Management, Systems Management 와 Application 통합 및 개발 과 같은 넓은 범위의 제품 군을 제공 하고 있다. 이 IBM 소프트웨어 그룹은 또한 Lotus 제품 라인으로 협업과 소통을 위한 어플리케이션의 대표주자이다. 게다가 이 그룹의 Tivoli 제품 라인이 또한 저장과 보안 소프트웨어 시장에서 잘 자리 잡고 있다. IBM의 거대한 하드웨어와 서비스 사업은 전체 매출의 17%를 차지하는 소프트웨어 제품 군의 지속적인 성장세를 유지 하고 있다.

그들의 다양한 제품 라인을 효율화시키기 위해, IBM 소프트웨어 그룹은 소프트웨어 제품들을 5개의 주요 하위 그룹으로 나누었다 : ie, 정보관리 소프트웨어(DB2); 협업 소프트웨(Lotus); 시스템 개발 소프트웨어(Rational); 시스템관리 소프트웨어 (Tivoli); 그리고 어플리케이션 서버와 통합 소프트웨어(WebSphere).

특히 IBM의 소프트웨어 개발 및 통합전략의 핵심인 WebSphere는 그들의 경쟁 상대인 SAP's NetWeaver에 대한 강구책이다. WebSphere는 간단하지만 강력한 웹 서비스 환경을 구축할 수 있는 플랫폼이다. MS를 비롯해 여러 업체들이 비슷한 제품들을 제공하고 있지만 WebSphere는 필요로 하는 대부분의 기본적인 컴포넌트와 툴들과 함께 확장성을 제공한다.(웹서비스 어플리케이션을 통한 시스템과 어플리케이션의 통합; 다양한 디바이스에서의 데이터 공유; 어플리케이션 배포; 보안과 웹서비스 환경 관리)
향후 WebSphered의 제품라인을 강화하기 위하여, IBM은 2005년에 여러 인수합병 전략을 세웠다. 이 전략에는 오픈 소스 서버 개발 어플리케이션을 제공하는 Gluecode Software, 전자 문서 개발툴을 제공하는 PureEdge Solutions, 그리고 데이터 통합 소프트웨어를 제공하는 Ascential Software(11억불)이 포함 되었다.

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