Microsoft Sharepoint is one of the hottest product of Microsoft.
Microsoft said it has now sold more than 100 million SharePoint licenses since launching the product in 2001. Microsoft sold 75 million through the end of 2005 and 25 million more in the last two years -- meaning the suite has enjoyed a compound growth rate in license sales of about 15% over the past two years.
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Tuesday, June 24, 2008
Monday, May 5, 2008
6 factors that will decide the fate of Silverlight
Microsoft's Web development technology may have tough time gaining on Flash
http://computerworld.com/action/article.do?command=viewArticleBasic&articleId=9077660&intsrc=hm_list
http://computerworld.com/action/article.do?command=viewArticleBasic&articleId=9077660&intsrc=hm_list
Friday, January 25, 2008
PUCIT Lectures - Free for all
Kindly visit http://lectures.pucit.edu.pk/
You can download different lecture contents about programming and other educational stuff.
Thanks
You can download different lecture contents about programming and other educational stuff.
Thanks
Download Visual Studio 2008
Get download Microsoft Visual Studio 2008 from Microsoft official site.
http://msdn2.microsoft.com/en-us/vstudio/products/aa700831.aspx
http://msdn2.microsoft.com/en-us/vstudio/products/aa700831.aspx
Country Manager Pakistan bring Bill Gates to Pakistan
Mr. Jawwad RehmanInterview Country Manager Microsoft Corp. Pakistan
We have been working actively to promote Pakistan internally in Microsoft in the right light. As a result of that Bill Gates was eager to meet President Musharraf and they met in last January in Switzerland. Mr. Shoukat Aziz then Finance Minister & present Prime Minister and Mr. Ishrat Hussain, Governor State Bank of Pakistan, were also present in the meeting. This meeting has brought Bill Gates and our top executives a lot closer and more aware of Pakistan’s potential. I guarantee you that Bill Gates will be here and this is something I would personally like to do as well but it requires that his trip is worthwhile and there are some great things happening in Pakistan in the IT Industry so that we can fully leverage his presence here. Bill Gates is a busy man and sometimes his schedule is full for 20 months in advance. At the same time something big and relevant enough should happen that brings Bill Gates to Pakistan, I am trying my best to make that happen here.
For complete interview Click
Microsoft Education Plan
Here is some links of MICROSOFT WINDOWS LIVE visit it, YOu'll find all new services and Microsoft Education Plan.
http://get.live.com/edu http://student-partners.com/
http://www.microsoft.com/uk/academia/students/student-partners/default.mspx
http://get.live.com/edu/schools http://www.imagine-wl.com/Education/en-US/
http://research.microsoft.com/aboutmsr/labs/asia/default.aspx
ABOUT THE IMAGINE CUP. What is the Imagine Cup? UNESCO Endorsement
http://imaginecup.com/ http://get.live.com/mail/ms_liveMail_demo
Hope this helps.
Thanks
http://get.live.com/edu http://student-partners.com/
http://www.microsoft.com/uk/academia/students/student-partners/default.mspx
http://get.live.com/edu/schools http://www.imagine-wl.com/Education/en-US/
http://research.microsoft.com/aboutmsr/labs/asia/default.aspx
ABOUT THE IMAGINE CUP. What is the Imagine Cup? UNESCO Endorsement
http://imaginecup.com/ http://get.live.com/mail/ms_liveMail_demo
Hope this helps.
Thanks
Friday, October 5, 2007
What's Next for Google
Google ponders its next steps in an e-commerce environment shaped by mobile, social networking and, yes, search.
The typical American business executive likes incremental changes, like, perhaps, an 18 percent speed increase. Or maybe a little bit more efficiency over here, and some additional functionality over there.
PowerPoint slides to the contrary, a paradigm shift is the last one thing most executives honestly want because, to the typical executive with a large company, any monumental shift raises the frightening possibility that the company will end up a lot smaller than it is today.
That's why it's typically the startups and the small niche players that embrace big-picture change, if only to get someone to listen to them.
But what if one of those small companies that embraced big change—say, the Internet and its subsidiary, the World Wide Web—got big?
That's the question—and the challenge—facing $11 billion search giant Google. At a recent media day at Google's New York offices, Google executives and managers discussed the enormity of the current e-commerce conundrum, and how the company is struggling to find the best way to deal with it.
Consider this: In the early days of e-commerce, a typical retailer and manufacturer might have been marketing between eight and 12 products, especially with search-engine links. Today, that same company would typically be doing the same kind of Web marketing with some 12,000 products, said Tim Armstrong, who serves Google as its president of advertising and commerce for North America.
This new environment, Armstrong and other Google people said, requires a very different approach. Google's answer is something called an Asset Map, a way to visually lay out every single one of a retailer's assets, including all of its products and services. This, theoretically, allows a company to see not only which of their products are not covered, but to try and project some kind of return-on-investment analysis.
Armstrong argues that this is morphing ad budgets into operational budgets. Is a Google ad akin to a traditional piece of advertising—something that an ad budget should fund—or is it closer to the cost of a car dealer building a new showroom and dealership?
Google is making the argument that their auction-driven pricing model is more than a marketing cost. Google execs argue that it's actually a tool to help match inventory and purchase patterns with inventory. That's because, they argue, the variable pricing allows budgets to fluctuate with consumer interest.
In theory, that should allow better real-time information about demand, in a much more predictive way than simply examining purchases. In other words, if the number of times consumers look at ads for SUVs fluctuates in the same way during different months (or during different weather patterns), that can help influence core business purchasing decisions.
Another core change for e-commerce is the explosion of social networking and video sites—primarily launched for a younger audience—including Facebook, MySpace and YouTube (now owned by Google). These sites create the potential for customized, focused campaigns in a way that simply didn't exist a decade ago.
Armstrong said the social networking sites caught him off-guard—"the traffic is really incredible," he said—because he didn't initially expect search to be a factor. He saw videos as something people would merely browse. The high demand for video searches was "a very nice surprise."
Then there's the mobile movement, which places limits on ads (minimal screen size, less RAM and much slower bandwidth) but also opens up possibilities by being with a consumer at all times, and including very precise location information.
The typical American business executive likes incremental changes, like, perhaps, an 18 percent speed increase. Or maybe a little bit more efficiency over here, and some additional functionality over there.
PowerPoint slides to the contrary, a paradigm shift is the last one thing most executives honestly want because, to the typical executive with a large company, any monumental shift raises the frightening possibility that the company will end up a lot smaller than it is today.
That's why it's typically the startups and the small niche players that embrace big-picture change, if only to get someone to listen to them.
But what if one of those small companies that embraced big change—say, the Internet and its subsidiary, the World Wide Web—got big?
That's the question—and the challenge—facing $11 billion search giant Google. At a recent media day at Google's New York offices, Google executives and managers discussed the enormity of the current e-commerce conundrum, and how the company is struggling to find the best way to deal with it.
Consider this: In the early days of e-commerce, a typical retailer and manufacturer might have been marketing between eight and 12 products, especially with search-engine links. Today, that same company would typically be doing the same kind of Web marketing with some 12,000 products, said Tim Armstrong, who serves Google as its president of advertising and commerce for North America.
This new environment, Armstrong and other Google people said, requires a very different approach. Google's answer is something called an Asset Map, a way to visually lay out every single one of a retailer's assets, including all of its products and services. This, theoretically, allows a company to see not only which of their products are not covered, but to try and project some kind of return-on-investment analysis.
Armstrong argues that this is morphing ad budgets into operational budgets. Is a Google ad akin to a traditional piece of advertising—something that an ad budget should fund—or is it closer to the cost of a car dealer building a new showroom and dealership?
Google is making the argument that their auction-driven pricing model is more than a marketing cost. Google execs argue that it's actually a tool to help match inventory and purchase patterns with inventory. That's because, they argue, the variable pricing allows budgets to fluctuate with consumer interest.
In theory, that should allow better real-time information about demand, in a much more predictive way than simply examining purchases. In other words, if the number of times consumers look at ads for SUVs fluctuates in the same way during different months (or during different weather patterns), that can help influence core business purchasing decisions.
Another core change for e-commerce is the explosion of social networking and video sites—primarily launched for a younger audience—including Facebook, MySpace and YouTube (now owned by Google). These sites create the potential for customized, focused campaigns in a way that simply didn't exist a decade ago.
Armstrong said the social networking sites caught him off-guard—"the traffic is really incredible," he said—because he didn't initially expect search to be a factor. He saw videos as something people would merely browse. The high demand for video searches was "a very nice surprise."
Then there's the mobile movement, which places limits on ads (minimal screen size, less RAM and much slower bandwidth) but also opens up possibilities by being with a consumer at all times, and including very precise location information.
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