对比其他跨国公司在中国的成功,微软每个时期在中国的动作都明显慢了一步.这个“慢”,既是微软的风格,也不是微软的风格:对于追求速度的微软来说,这个延迟显然不合情理:但从另一个角度来看,这个“慢”字正是年轻气盛的微软在骨子里的傲慢--由于在全球市场的成功,对中国市场产生的过度自信和不自觉的傲慢.“,”Ten years of presence in China of Microsoft havewitnessed resignations of four general managers, with JackGao the latest one who just quitted the position at the endof April, 2000. In China, however, Microsoft's competi-tors, such as IBM, Motorola and even Oracle enjoy high-flying performances. The real problem? Just look at MicrsoftChina's sales figure and one will know the reason why.The sales revenue of Microsoft China is even smaller thanthat of Microsoft Hong Kong. What is Microsoft thinkingnow? After all, Microsoft has already been in China for 10years and established, Microsoft China, Microsoft ResearchAsia, Technological Support Center Asia, Microsoft Re-search Center and so on. For Microsoft, it is the mostcomplete architecture outside the U.S. But Microsoft is stillcalled a plunderer in China. Who can tell what's wrongwith Microsoft's strateay in China?Bill Gates and Steve Ballmer visit China almost everyyear. Of course, China is very important market forMicrosoft. But inChina, compared withothers multinationalsthat enjoy success,Microsoft always lagsbehind in adapting toChina's real environ-ment. But Microsoft iswell known for itsquickness in pinpoint-ing business opportu-nity. Therefore, theinadaptability is re-garded as the mani-festation of Microsoftinner “arrogance” to-ward Chinese market. That is, Microsoft may think thatChinese market is, though big in population, so small inrevenue that this market could be considered as ineli-gible. IT