I didn't see it, only saw the naked business competition.
This film seems to be telling us the core of commercial operation: Good artist copy; great artist steal. (A good artist copies someone else's work, a better artist steals someone else's work) -- Khan
, Jobs loves this phrase, and so does Bill.
They all coveted the GUI system, the jobs bought first, and the bill stole it from the jobs.
About Bill:
Very business-minded, with amazing negotiating skills, but the film seems to be a bad guy: all he does is buy, integrate, and sell.
First impression: ashamed! R&D should be the primary productive force.
The second feeling: It seems that there is no problem. The business goal of many small companies is to be acquired or bought out by large companies.
The third feeling: Oh, maybe, there is nothing wrong with buying, integrating and selling (maybe a business operation is not inferior), R&D is the core competitiveness and also the most important. But there may be two types: own research and development + buy the results of other companies to continue research and development, or simply integrate and go public.
About the talks:
Microsoft
understands that IBM wants to take on Apple in PCs, but IBM lacks an operating system. So, Bill sold them the operating system DOS. The problem is that Bill doesn't have any operating system at all, and he bought the so-called DOS later from other companies. ——The white wolf with empty gloves, understand the demand, and provide IBM with what they want.
What makes a Bill Soldier out of danger is survival. How to survive and make yourself available to others. It can't be done temporarily, first understand the need, and then meet it, no matter what method is used.
Bill was very ambitious, he wanted to work with IBM, so he understood IBM's needs, negotiated, and met their needs.
Negotiating with IBM with nothing, they did two things, telling IBM they could meet their needs; getting IBM people to like them.
Sold only to IBM for licensing rights and still owns ownership; DOS can still be sold to other companies.
About sales:
Microsoft : Bundled with a big-selling vendor (IBM). Has this been a widely used strategy in business?
Apple: GUI buy, buy cheap, integrate (based on their own PC sales), make big profits
About competitors:
Microsoft, bill when seeing rival apple's lisa with a GUI operating system Realizing that that would make his DOS a pile of crap, he went to his competitors to find out about the situation, and he wanted a GUI operating system.
His negotiating skills are amazing - how he gets jobs to give him the core code. Because he told the jobs that IBM was their common enemy? Still a little bit unclear
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