In November 2005, Microsoft launched Xbox 360, the newest gaming console. It was an extraordinary event, not because of the glamorous businessmen and journalists hanging around the event, the super cool festival atmosphere soaking the Mojave Desert or the graphical technologies hide the huge consoles around the conference room. Rather, the air was filled with a mixture of fear and excitement about the viability of the company’s new strategy calls on Windows-based PCs. Everybo … Read more »

In November 2005, Microsoft launched Xbox 360, the newest gaming console. It was an extraordinary event, not because of the glamorous businessmen and journalists hanging around the event, the super cool festival atmosphere soaking the Mojave Desert or the graphical technologies hide the huge consoles around the conference room. Rather, the air was filled with a mixture of fear and excitement about the viability of the company’s new strategy calls on Windows-based PCs. Everyone in the room wondered if the company was able to regain its past glory by opening up new areas. What opportunities and challenges, they wondered, the company brought in markets where they do not have their own advantage? What specific strategies had to say goodbye to seize the opportunities and meet the challenges? How Microsoft could best carry out its diversification strategy?
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from
Ali Farhoomand,
Samuel Tsang
Source: University of Hong Kong
27 pages.
Release Date: 9 November 2006. Prod #: HKU617-PDF-ENG
Microsoft diversification strategy HBR case solution