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At present, it appears that the era of licensed software at the forefront with Microsoft Windows, which prevailed here for several decades, is coming to an end for good. Until recently, the licensed software model was considered the only possible way to approach the sale of computing technology.

The notion that the path of licensed software was the only correct one took root during the 1990s, based on the monumental success of Microsoft, and was always further vindicated when some of the integrated devices of the time such as the Amiga, Atari ST , Acorn, Commodore or Archimedes.

At that time, Apple was the only company that produced integrated devices without any interference from Microsoft, and it was also a very difficult time for Apple.

Since the licensed software model was seen as the only viable solution, there were subsequently many attempts to follow Microsoft and also go the licensed software route. Probably the most famous is OS/2 from IBM, but Sun with its Solaris system or Steve Jobs with his NeXTSTEP also came up with their solutions.

But the fact that no one was able to achieve the same level of success with their software as Microsoft suggested that something might be seriously amiss.

It turns out that the model of licensed software that Microsoft chose is not the most correct and successful option, but because Microsoft established a monopoly during the nineties that no one was able to defend against, and because it abused its hardware partners for decades, it was able to beat with your licensed software. In all this, he was helped all the time by the media reporting on the world of technology, which covered up the failures and unfair practices of Microsoft and always blindly praised it, and all this despite the disapproval of independent journalists.

Another attempt to test the licensed software model came in the early 21s when Palm failed to do well with sales of its Personal Digital Assistant (PDA). Back then, everyone advised Palm, based on the current trend, exactly what Microsoft would advise, which is to divide its business into a software and a hardware part. Although at the time Palm's founder Jeff Hawkins managed to use a strategy similar to Apple's to come to market with Treos, i.e. a pioneer among smartphones, the upcoming follow-up of Microsoft's model brought Palm to the brink of ruin. The company split into the software part of PalmSource and the hardware part of PalmOne, the only result of which was that customers were really confused and it certainly did not bring them any benefit. But what ultimately killed Palm completely was actually the iPhone.

At the end of the 1990s, Apple decided to do something completely unheard of at a time when licensed software dominated, namely to produce integrated devices. Apple, under the leadership of Steve Jobs, focused on something that no one in the computer world could offer at the time - an innovative, creative and tight connection between hardware and software. He soon came up with integrated devices like the new iMac or PowerBook, which were no longer just devices incompatible with Windows, but also surprisingly innovative and creative.

In 2001, however, Apple came up with the then completely unknown iPod device, which by 2003 was able to conquer the whole world and bring enormous profits to Apple.

Despite the fact that the media reporting on the world of computer technology refused to take into account the direction in which these technologies began to go, Microsoft's future development was slowly becoming clear. Therefore, between 2003 and 2006, he began working on his own variation on the iPod theme in order to introduce his own Zune player on November 14, 2006.

No one can be surprised, however, that Microsoft did about as badly in the field of integrated technologies as Apple did in the field of licensed software, and the Zune was thus accompanied by shame across all its generations.

However, Apple went further and in 2007 introduced the first iPhone, which within a quarter of a year outsold Microsoft's attempts at licensed software for Windows CE/Windows Mobile mobile phones.

So Microsoft had no choice but to buy a company for half a billion dollars, thanks to which it could go on the path of integrated mobile devices. In 2008, therefore, it absorbed the relatively popular Danger mobile device at the time, co-founded by Andy Rubin, which was actually a precursor to Android, because in terms of its software part, it was a system based on Java and Linux.

Microsoft did exactly the same thing with Danger as it has done with all of its acquisitions, recklessly cramming it down its throat.

What came out of Microsoft was the KIN - Microsoft's first integrated mobile device that lasted 48 days on the market. Compared to the KIN, the Zune was actually still a huge success.

It is probably no longer surprising that when Apple released the iPad, which easily won the favor of the whole world, Microsoft, in conjunction with its long-term partner HP, quickly rushed with its answer in the form of the Slate PC tablet, of which only a few thousand units were produced.

And so it is only a question of what Microsoft will do with the dying Nokia, which it is currently shoving down its throat.

It's surprising how blind the tech media has been in not being able to see the ongoing erosion of the licensed software model that Apple has caused with its integrated products. How else to explain the enthusiasm that the nascent Android garnered from these media. The media considered him to be the successor to Microsoft, from whom Android would take over the dominance of licensed software.

Software shelves in the Apple Store.

Google has teamed up with HTC to create the Nexus – a device that runs purely on Android. But after this experiment failed, this time Google teamed up with Samsung to create two more flops, the Nexus S and the Galaxy. Its latest foray into the smartphone world came from a partnership with LG that spawned the Nexus 4, another Nexus that no one is buying much.

But just as Microsoft wanted its share of the tablet market, so did Google, so in 2011 it focused on modifying Android 3 for tablets, but the result was such a disaster that there was talk of tons of Nexus tablets filling warehouses scattered around whole world.

In 2012, Google, in partnership with Asus, came up with the Nexus 7 tablet, which was so terrible that even the most die-hard Android fans admitted that it was an embarrassment to the company. And even though in 2013 Google fixed a significant part of the mistakes, it cannot be said that anyone would trust its tablets very much.

However, Google has not only followed Microsoft in its model of licensed software and in fumbles both in the field of smartphones and in the field of tablets, but also faithfully copies it in the framework of overpriced acquisitions.

Believing that Google would break into the integrated device market as successfully as Apple, it bought Motorola Mobility in 2011 for $12 billion, but it ended up costing Google far more billions than it would have ever been able to make from the acquisition.

So it can be said that it is fascinating what paradoxical steps companies like Microsoft and Google are taking and how many billions they are spending to they became a company like Apple, even though everyone already knows that the licensed software model is long dead.

Source: AppleInsider.com

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