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cases and later, the two split. In other advancements, Microsoft adopted the browser and later the
adoption of Nokia’s license to make phones and video games such as Xbox. Indeed, all these
were not easily acquired and integrated. Court suits and injunctions worked all through. The
history might sound absurd but Microsoft’s current standing speaks for itself (Klein, 2001).
Diversification is a rule of thumb for venturing into the new but related field. Microsoft
Cooperation realized its growing profits and demand for its customers; an urge that was pursued
despite the antitrust violations around its partnering organizations and court verdicts. However,
these drawbacks did not derail its acquisition of NDS which later transformed it into device and
consumer company (MacCormack & Iansiti, 2009). The other joint ventures and holdings as well
as critical intellectual properties such as licensing its software, computing, and gaming hardware,
commercial and commercial licensing as well as other D &C which are areas otherwise not
covered by other segments have acted as Microsoft’s largest revenue earners.
In addition, Microsoft has for a long time based its antitrust lawsuits on the intellectual
owing properties. At its take-off stage, Microsoft relied on pushing the manufacturing
companies, who are its contract partners, to promote their products. In one incident with
Netscape, the company used shackles discouraging user of Windows 95 and 98 from the inability
to install Netscape browser which Microsoft knew would be adopted by many people thus
denying them of revenues (MacCormack & Iansiti, 2009). Through threats and inducements,
Microsoft survived through to be the 2nd valuable brand according to Forbes 2014 (Klein, 2001).
In terms of business ethics, these threatening and shackle tactics are not worth the contract and
mutual inter-dependability. This portrays immoral tactics through which some businesses acquire
revenue which is not really their own.
