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Submitted by zolomark on April 23, 2008
Category: Business
Words: 769 | Pages: 4
Views: 86
Popularity Rank: 108,696
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In an environment of publicly owned companies, SAS was in a unique position in the software industry as a privately owned company. In terms of the congruence model, if Goodnight started off with the Microsoft code, SAS would essentially have a different output. Rather than creating statistical analysis software for corporate use, SAS would have a code for an operating system geared toward more individual and widespread use. In order to capture a large portion of the market quickly with this product, SAS would have to change its input of being private to being public.
As a public company, Goodnight needs to consider his shareholders’ expectations when making decisions. One thing that would change is the “digging holes” notion. Since there is risk involved with this process, the number of “holes” would be reduced since shareholders would be cautious of spending money on uncertain products. In addition, shareholders would expect higher short term sales and quarterly earnings so Goodnight would have to develop software quickly, requiring more testers to check for bugs.
SAS Institute’s licensing business model would be modified for the larger user base. Instead of licensing to individual end-users, SAS would have to sell their software to computer manufacturers such as IBM. SAS would be able to continue their consumer-driven development process by using the same methods of sampling and customer feedback from user groups to gauge what consumers need. Overall, Microsoft code developed by SAS would be more user-friendly and bug-free because of Goodnight’s dedication to customers.
Word Count: 250
Question 2
Though the world of SAS would change slightly by the Microsoft code, Goodnight’s approach to motivation would not have to change significantly. As a research based business, it is crucial for SAS to attract the best talent and have low turnover rates. Goodnight’s approach accomplishes that and motivates...
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