Articles By Phil Morettini

One of the big news items in the last year was Bill Gates announcing that he was leaving Microsoft. It wasn't really an earth shattering announcement; he is intending to transition out of a direct operational role with the company over a two year period, and will remain Chairman of the Board after the transition.

In part I of this article, we examined the effects of management ignoring customer service to focus on "sexier" parts of the business, and introduced a couple of the negative things that can happen as a result. Let's continue on:

In Part I of this article, we discussed Bill Gates and his impact on the Microsoft organization. Now let's move on to what might happen after he is gone.

To many of you, this article will be preaching to the choir. In fact, quite a few people already read these articles via an RSS feed in a newsreader, browser, or on their Google, Yahoo or MSN personalized homepage.

In Part I of this article, we covered 4 key points to proper hiring and retention. Now we'll look at the second 4.

I'm going to address a topic that isn't often discussed formally by top management within a business, certainly not out in the open. It's a major topic in HR circles, I'm sure. It's also a major topic, in hushed tones, around the water cooler and during lunch among friends.

There are so many different options within the direct vs. indirect argument.

There is probably nothing more important to a high tech company's long-term success, than hiring and retaining employees.

You've seen them many times. The software company that starts off like a bullet, racing at the high tech equivalent of 0-60 mph in 4 seconds. These companies come out of nowhere, and are an immediate factor in their market.

An under-rated competency, which should be considered more important to software and technology companies, is customer service. I guess that's only natural; tech companies are very focused on gaining strategic advantage via technological advances and product differentiation.

So what are the differences and similarities between successful software and hardware businesses?

I want to discuss a topic that is important to nearly every company today. If you use the Internet at all for communications, SPAM is a topic that affects you--from one end or the other.

So when should you license your technology to other companies? This can be a complicated question, since I always say "no one sells your product like you do."

We've covered a lot of what goes wrong in the software development process in Part I. Let's continue that discussion, and look for some answers:

One of the most puzzling things in high technology, especially for executives on the business side of things, is the software development process. It's the high tech equivalent to the "Black Hole" phenomenon made famous in Astronomy. Endless resources can be poured into a software development project, yet there never seems to be an end in sight.

In part I of this article, we introduced you to the reasons why SEO is important. Now let's get down to the details of what to do, and not to do.

A while back Id been reading the stories on the last major layoff at HP, and it really struck a nerve. HP announced that week that they are going to reduce their workforce by 14,500 people over the next 18 months.

As I've been reading the trade magazines recently, I've paid particular attention to the channel magazines. A big story for several months has been the change in leadership at HP, since Mark Hurd took over as CEO from Carly Fiorina. What does this have to do with channel conflict?

In the first part of this article we gave an introduction to why you might want to consider outsourcing. Now let's delve into the specifics

Outsourcing Software Development Offshore This is a strategy that has "taken off" and is rapidly becoming mainstream in the software industry.

Forming Partnerships, or Strategic Alliances, is one of the key elements that make up the business development function in technology companies. I believe that alliances are underutilized, in many ways. Conceived and executed properly, alliances can greatly extend the partner companies reach in the marketplace.

In Part I of this article, we discussed in general terms the advertising-supported software business model, and looked at several "hyped" technologies that were expected to have lasting impact. Let's now look at the most famous hype of all:

In part I of this article we discussed the issues that lead to flattened growth. So what's a befuddled and perplexed tech company CEO to do?

However, there is one online marketing method that nearly EVERYONE should be pursuing. In my consulting practice at PJM Consulting, I find that too many technology companies are not actively utilizing this marketing method, and it's very surprising to me. I'm referring to Search Engine Optimization (SEO).

We have a word for this overstatement of a trend: "hype". So, is traditional software revenue model of licensing dead? Will all software eventually be "given away" to the end user, and supported solely by advertising revenue?

In every company's history there comes a time (or two or three or four times!) when your momentum slows, and the sales curve begins to flatten. This can be one of the most trying and frustrating times for software and technology companies.

How does a company compete in the long run? I'm not talking about day to day stuff--but what sets your company apart, and gives it a place in the marketplace that allows it to survive, and hopefully, thrive?

In part I of this article we've given an introduction to the direct vs. indirect approach. Now let's ask some point questions to see what's right for your business.

In Part I of this article we covered an introduction to High Tech Product Promotion. Now we'll move on to A detailed look, including five key factors for success.

Here's another neat little tool on the Web that I've been putting to good use. It's called ThinkBling, and it's a Google PageRank calculator.

I've discussed many topics related to High Technology companies over the last several months. One fundamental subject I haven't explored in detail is the promotion of High Tech products.

Once again one of the great brand names of High Tech has been prominently in the news, for disconcerting reasons (if you're a fan or shareholder, anyway). This time it's Novell, Inc. A while back Novell announced that they are to lay off 1000 people, roughly 20% of their workforce.

There are many ways to skin a cat, so the saying goes. Planning high technology software and hardware products seems to fit in the same category.

Among the potential ingredients for the marketing mix of a high tech company, Press Relations is high on my list. There's a good reason for it.

As I run across tools and websites that I find particularly useful for software and high tech companies, I like to pass them along.

One of the most misunderstood tools in the Marketer's Bag of Tricks is direct email. There's good reason for it, of course. Everyone hates SPAM! I expect that even the most evil, notorious spammers of the world have SPAM filters on their personal email accounts.

I wanted to make you aware of another cool Web-based, free resource that I've become aware of and have started using.

Lastly, there's the classic Venture-funded company, the one with "Home Run" potential. These are the companies that VCs are out seeking to fund.

This example makes up the great majority of software companies worldwide. There are many, many solidly profitable software businesses that will never be on the radar screen of the investor community.

Almost every company goes through it, except for the fortunate few. Some people have gone through it multiple times. While never easy, raising money for the second or third time (assuming success the first time!) is a picnic, compared to the first time.

Don't worry; this isn't going to be an article about Sado-Masochism! Well, come to think of it, that term may apply to what some founders and senior managers in startups are doing to themselves and their companies. What I'm referring to is the VP who gets hired to manage both the Sales and Marketing functions.

One of my favorite topics in Corporate & Marketing Strategy is Apple Computer. This is a company that apparently is even more hardy than felines--they seem to have already used up more than 9 lives.

The hiring of salespeople is often one of the most frustrating aspects of staffing a high tech enterprise.

So, looking around for a really big opportunity that isn't yet being served? Look no further than the High Tech house. Yes, I know, all the big computer and consumer electronics companies are investing billions in the market for pumping entertainment content via fat pipes into and throughout the home.