Throughout our history, Microsoft has won by making big, bold bets. I believe that now is not the time to scale back the scope of our ambition or the scale of our investment. While our opportunities are greater than ever, we also face new competitors, faster-moving markets and new customer demands. |
to create effective organizations, manage a diverse set of products and businesses, and make the tough decisions that will keep Microsoft moving forward on our priorities. |
Today, we should be able to completely convince you that there is no job that is too big to run entirely on the Windows [and] Microsoft platform, |
Today's announcements underscore our commitment to executing decisively and rapidly in the online services space by forming a seasoned management team that is dedicated to improving and facilitating commerce for consumers, |
Turner's experience as a proven leader of people in Wal-Mart's incredibly dynamic sales environment; his IT background as CIO of a world-class company and his familiarity with our products and technologies as a Microsoft customer for more than a decade uniquely qualify him to serve as our COO, |
Under Ray's technical leadership and weaving together both software and software-based services, I see incredible opportunity to better address the changing needs of our customers' digital lifestyles and the new world of work. |
We [Microsoft] don't have a monopoly. We have market share. There's a difference. |
We are still not getting in the manufacturing industry, ... We will provide the infrastructure that lets those in the manufacturing industry do their jobs. |
We are very happy to be in this position to return almost $75 billion in capital to investors over four years, ... We're also pleased to be able to say that we put many of our legal issues in the rear view mirror so to speak, which affords us the opportunity to move forward with the cash management plan. |
We believe this has potential over time to be a major new revenue stream, |
We can believe that we know where the world should go. But unless we're in touch with our customers, our model of the world can diverge from reality. There's no substitute for innovation, of course, but innovation is no substitute for being in touch, either. |
We don't trounce our competition, ... We compete. |
We expect to give Salesforce.com a very effective run for its money, |
We had too many products that we were trying to sell to too few customers in the mid-market. |
We have a pretty good reading of both Judge Jackson's decision and the law and a pretty good sense of the course that an appeal will take from our company over the conclusions of law, ... We remain entirely convinced that our behavior has been lawful, and we will appeal to establish that. |