The global use of information technology as a mode of communication is integral to the diversified investments by multinational corporations. Similarly, growth in information technology affects globalization of a common human culture and thereby, people seek common products to satisfy their needs. Microsoft Company understands the continued rate of change in technology and the threats that the products may befall after falling a victim of inevitable future changes. Mainly, the market comprises negative forces that may at a given point halt performance and market competence of the product, as the product loses the market share, perceived customer value, and the desired profitability.
Despite Microsoft Company being a market leader in the production of software, the Microsoft Dynamics CRM ensures that proper and regulatory approaches are set as controllable to ensure that its operations aimed at achieving the desired success and competence in the global market (Weiss 59). Therefore, company ascertains these positive factors through a strategic approach to the external environmental forces, the available resources, and product differentiation amongst other variables. Microsoft Dynamics CRM adheres to a criterion whereby the product development and innovative approach sets the company ahead of competitors in the global market.
The innovation team engages in the production of updated software in accordance to the customer needs and preferences thereby ensuring that the products are sellable in the market. For example, the improvements made on windows software enable customers to derive increased benefits as each new product contains added characteristics thereby ensuring added value. Through these developments, Microsoft Company remains realistic of the accruable market share and an ascertained future. The company’ s culture is to ensure that its products serve to the best value of the global consumers thus winning the desired loyalty and diminishing the level of competition whilst increasing its global share profitably (Gross, Akaiwa, and Nordquist 67).
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