Quarterdeck tries to live with Microsoft Windows; narrow focus and quick reflexes help software concern survive

Article Abstract:

Quarterdeck Office Systems Inc, Santa Monica, CA, competes in the shadow of the software-industry's giant, Microsoft Corp, which has an annual revenue of more than $1.5 billion. Quarterdeck Pres Terry Myers's task is to find ways to sell software to MS-DOS users. Quarterdeck's products, which give a computer more memory capacity and the ability to multitask, must compete with Microsoft's products, and especially with Microsoft's popular Windows 3.0 graphical user interface. Quarterdeck is doing well: for the six-month period ended Mar 31, the company's earnings more than doubled - to $6.1 million, or 33 cents a share - compared with the same period a year ago. Quarterdeck's products are faster and more reliable than Microsoft's in some applications, and Quarterdeck has done a good job in its marketing. Quarterdeck's stock sold for $10 a share when the company went public in Jun 1991. The stock closed on Friday, Jul 19, at $16.50.

Marketing, Operating system enhancements, GUI, Graphical user interfaces, Graphical user interface, Competition, Marketing Strategy, Stock, Microsoft Windows 3.0 (GUI), Quarterdeck Office Systems Inc., Operating System Enhancement, Myers, Terry, DESQview (GUI)

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Software users are beginning to rebel against the steady stream of upgrades

Article Abstract:

Computer software user groups complain that the computer software industry is issuing too many upgrades to existing software too soon. Users are becoming skeptical about the need for upgrades and note that they are expensive, difficult to install, sometimes require a larger computer and occasionally are worse than the version they replace. Software publishers view upgrades as a marketing solution since their products never wear out; it provides a mechanism for the industry to milk a customer base. Upgrades also have pragmatic functions, such as fixing bugs from previous versions and reflecting annual changes in tax laws.

Product development, Beliefs, opinions and attitudes, User groups, User Group, Upgrading, Software packages, Boston Computer Society

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How a software titan missed the Internet revolution

Article Abstract:

Germany's software maker SAP AG has been slow to recognize the growth of electronic commerce and in providing software to manage the needs of online businesses. The consequences have been the defections of many highly-placed SAP executives to the company's rivals. Senior management recognizes the need to adapt SAP products, designed to help companies manage their internal operations, to the world of the Internet, early efforts such as B2B Procurement and CRM software have not enjoyed much success.

Germany, Economic aspects, Internet, Electronic commerce, Electronic commerce software, E-commerce software, E-commerce, SAP AG

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