Netscape Serves as Model for Next Millennium
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Netscape's newest corporate strategy points out some important lessons for other companies attempting to compete using the Internet, which at this point probably includes anyone who still plans to be in business in 2005.
Microsoft earned admiration, even from its detractors, when Bill Gates decided that Internet-enabling its entire product line would become a corporate priority. Moving quickly and turning the company's focus to the Internet was vital to Microsoft's growth and survival.
Netscape has done the same--not just once, but several times. While much is being made of the fact that it recently released its browser source code and weaned itself away from its associated revenues (see InternetNews.com's for Net community's response), we should remember that browser revenue alone was never something the company counted on to carry it through to greatness.
The company's frenzied corporate launch this week follows closely the release of its first Navigator offering--which itself was largely a new "corporatized" version of the legendary Mosaic browser. Yet even back then, selling servers was key to its strategy.
But if your company isn't in a position to reinvent itself or to profit from the ESP model, how else can it learn from Netscape? Think big:
- Netscape is reinventing its Netcenter destination portal to maximize its profits and visitors, and give its biggest customers another reason to look to Netscape for solutions--a link from Netcenter that could bring in millions of potential customers as well as direct income.
- Citibank, one of Netscape's largest customers, is thinking big by planning for a billion customers. You can't get that big without using the Internet to its maximum potential, and entering into some very strategic deals.
- Netscape's software offerings, whether available as separate products or "behind the scenes" on its site, will have one common element in the future: They'll be ready for global deployment on a huge scale. Total automation of updates and management is the key. Anything less won't do when you're thinking of such a rollout.
Software and Web developers can use these examples to help themselves prosper in the new millennium. After all, if one of the biggest companies in the Internet business knows it must totally reinvent itself to succeed, you can do it too.