In 2007 Nadella finally got his chance to hire as many Ph.D.s as he dared. Microsoft CEO Ballmer summoned Nadella to run engineering for the company’s online services division, where Microsoft barely competed against category king 70-485 free Questions and AnswersGoogle. Microsoft spent billions trying to turn its rebranded search engine, Bing, into a serious global rival, a struggle that continues to this day.
A Nadella-era talent infusion sharpened Bing’s algorithms a lot, but users barely reacted. When Nadella arrived in 2007, comScore data showed Google with a 49.7% market share and Microsoft with 10.3%. When Nadella left in 2011, the scoreboard read Google 65.4% and Microsoft 13.6%. (Since then Bing has risen to 18.6%.)
Bing’s predicament highlighted a breakdown in Microsoft’s once invincible strategy of being a “fast follower.” In the 1990s it didn’t matter if little rivals pioneered spreadsheets, browsers or word processors. Microsoft could storm those markets with smoothly built alternatives that fit into a suite of easy-to-use tools from Redmond.
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