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Commercial & Open Source Software
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Commercial & Open Source Software



Commercial & Open Sou

Commercial & Open Sou



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Commercial & Open Source Software Commercial & Open Source Software Presentation Transcript

  • Commercial & Open Source SoftwareErick WatsonUS Business & Marketing OrganizationMicrosoft Corporation
  • Separate Competition from the DiscussionDevelopment Business Licensing Open Models Models Models Standards Role of IP, Economics, Public Policy… Product Competition, Consumer Choice VS.
  • Software Production Academia Community Commercial (traditional) Governments Hobbyists Competition Freeware Industry Open Source (Non-Software) Functionality IT Development Public Domain Software Shareware Vendors Intellectual Property There is no “correct” way to produce software Interaction of multiple models has produced best results Development model has little impact on production use
  • Commercial and Non-Commercial Software Non- Commercial Commercial Open Commercial Software Free Commercial Public OSS Tech Transfer >60K software companies producing >180K products Millions of apps custom developed by orgs for in-house use Tech transfer of R&D has been critical to software industry
  • OSS and Commercial Use IBM Customer Red Hat Apple Benefit CollabNet SUN VA Systems SAP Ximian Software SuSE * Oracle Business Sendmail Microsoft Model MySQL RealNetworks Sleepycat OSS is positive influence for most major software companies Increased product and services competition benefits customers OSS vendors are directly commercializing their solutions Customer demand for value is still primary driver * Recently acquired by Novell
  • Competitive LandscapeIBM Linux ($ + heads + OSDL + LSB = Control) Apache – Board of Directors, contribution, inclusion, leverage Eclipse – SUN compete, Java community strategic play, Websphere support ISVs – second “big bet” Hardware & Services – revitalize PPC, SUN compete, strengthen services contractsRed Hat “Winner” of Linux market consolidation Heavy commercialization – negative for community, positive for customers Not invested in OSDL or LSB – putting R&D into distro testing and ISV integrationNovell OSS-O-Matic – acquired SuSE & Ximian Big question mark is execution and corporate culture integration Microsoft is their key target – not SUN
  • Competitive Landscape cont ...SUN Desktop is focus - $ & heads in desktop and OpenOffice OSS putting extreme pressure on any commercial Java strategy Linux is a SUN server business threatIntel Drive x86 success…and repeat – OSDL (carrier grade Linux focus) Tools to support ISV communityHP OSS project office - >200 projects in process Hardware – largest Linux hardware distributor, printers Legacy – migration path for HPUX communitySAP SAPDB – drive commodity into database market OSS investment minimal - $ + heads into My SQL and Eclipse onlyOracle Linux – commodity pressure in OS space drives down TCO for their solution Appearance of community involvement rather than heavy investment
  • Who/What To Watch MySQL – innovative business model, disruptive for Oracle & MS JBOSS – disruptive for IBM, BEA & MS MONO - .NET on Linux SAMBA – NT4 implications Eclipse – OSS IDE, commodity pressure in tools space OSDL – Linus lives there, core Linux direction Black Duck (and similar) – not OSS, but implication for litigious environment
  • www.microsoft.com/sharedsourcehttp://infoweb/sharedsourcehttp://linuxsource@microsoft.com© 2004 Microsoft Corporation. All rights reserved.This presentation is for informational purposes only. Microsoft makes no warranties, express or implied, in this summary.