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He studiously avoided taking a public role in any of his businesses, his precept being that his entrepreneurial style and broad range of interests did not sit comfortably with most institutional investors. He cared far more that his companies be richly valued in public markets than that his role be recognized. (Years later I would wish I had taken this precept to heart when I decided to install myself as Delphi’s CEO.)
The Stoic Capitalist
Robert Rosenkranz
Microsoft’s products are ubiquitous in the Fortune 5000, but conspicuously absent in two growing segments: 1) young users, and 2) growing tech companies.
Don’t Forget Microsoft
luttig.substack.com
To begin with, we had to target the point of attack, which meant isolating our target customers and their compelling reason to buy. Then we had to assemble the invasion force, constructed around the whole product and the partners and allies needed to make it a reality. The next step was to define the battle, by creating our competition and positioning ourselves, in that context, as being easy to buy. Finally, we had to launch the invasion, selecting our intended distribution channel and setting our pricing to give us motivational leverage over that channel.
Crossing the Chasm
Geoffrey A. Moore
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