????微軟成為大型企業(yè)市場(chǎng)最大的技術(shù)供應(yīng)商之一的過(guò)程中，鮑爾默同樣起到了關(guān)鍵作用,。如今,，微軟已經(jīng)擁有200億美元的企業(yè)業(yè)務(wù)。而之前并不總是這樣,，微軟最早是一家以消費(fèi)者為中心的公司,。

????紐約專門(mén)研究微軟的分析公司Blue Badge Insights創(chuàng)始人安德魯?布拉斯特表示：“人們認(rèn)為微軟憑借Windows和Office在企業(yè)級(jí)軟件市場(chǎng)占有一席之地。不過(guò)事實(shí)并非如此,。事實(shí)上，Exchange,、Windows Server,、SQL Server、SharePoint、System Center和Dynamics CRM都面臨過(guò)激烈的競(jìng)爭(zhēng),。但微軟不屈不撓,。如今，這些產(chǎn)品都已經(jīng)成為了各領(lǐng)域的重要競(jìng)爭(zhēng)者,，有些甚至處于統(tǒng)治地位,。這是微軟公司成為企業(yè)市場(chǎng)主宰的來(lái)源，是在鮑爾默的關(guān)注之下緩慢而穩(wěn)定地建立起來(lái)的,?！?/p>

????鮑爾默表示，轉(zhuǎn)變公眾的看法花了許多年時(shí)間,?！拔辶昵埃藗儾砰_(kāi)始真正認(rèn)為我們有能力投身企業(yè)市場(chǎng)?，F(xiàn)在人們說(shuō)我們就像是‘天生就是為企業(yè)市場(chǎng)而生的’,。不過(guò)我要說(shuō)，就在2007還是2008年,，仍然有人認(rèn)為我們根本就不是一家企業(yè)服務(wù)提供商,。”

????這一點(diǎn)尤其令人驚訝,，因?yàn)?988年蓋茨領(lǐng)導(dǎo)下的微軟聘用了VMS微型電腦操作系統(tǒng)之父戴夫?卡特勒，來(lái)幫助編寫(xiě)全新的企業(yè)操作系統(tǒng)Windows NT,。

????鮑爾默認(rèn)為,，在這段時(shí)期，公司開(kāi)始逐漸將網(wǎng)絡(luò)和數(shù)據(jù)庫(kù)領(lǐng)域納入業(yè)務(wù)范圍中,，這對(duì)他日后管理微軟的企業(yè)業(yè)務(wù)提供了重要的指導(dǎo),。他說(shuō)，在那期間,，他獲得了顧客對(duì)于價(jià)格和產(chǎn)品授權(quán)的需求與期望的第一手信息,。同時(shí)，他還與熟悉向企業(yè)推銷產(chǎn)品的經(jīng)銷伙伴建立了緊密聯(lián)系,。因此,，在就任首席執(zhí)行官后，鮑爾默將技術(shù)支持和服務(wù)上的投資作為了重點(diǎn),。

????鮑爾默說(shuō)：“我們只是用一種積極的方式拉絲保持拼勁和決心,，借此來(lái)來(lái)證明我們能夠進(jìn)入企業(yè)市場(chǎng)?！倍斑@（個(gè)領(lǐng)域）讓我覺(jué)得有特別的贊助價(jià)值,。我為曾經(jīng)推動(dòng)過(guò)這個(gè)進(jìn)程感到非常高興,。”??

????Ballmer also played a significant role in building Microsoft to become one of the largest technology providers to big businesses. Today, Microsoft maintains a $20 billion enterprise business. This wasn't always the case; Microsoft began as a consumer-hobbyist company.

????"People think of Microsoft as having inherited its enterprise software company chops by virtue of Windows and Office," says Andrew Brust, founder of Blue Badge Insights, a Microsoft-focused analyst firm in New York City. "That's revisionist, though. The truth is that Exchange, Windows Server, SQL Server, SharePoint, System Center, and Dynamics CRM each faced an uphill battle. Microsoft persevered, and now each of these products is either a major player in its category or dominates it altogether. That's the genesis of Microsoft's enterprise juggernaut, and it was built slowly and steadily on Ballmer's watch."

????Ballmer says that it took many years to shift public perception of the company. "It's really only the last five or six years that people say we're right for the enterprise," he says. "Now people say we're like, 'born for the enterprise.' But I would say as recently as about 2007 or 2008, we'd still have people who would say we weren't an enterprise supplier at all."

????That's particularly surprising since, in 1988 under Gates, Microsoft hired Dave Cutler, the celebrated father of the VMS minicomputer operating system, to help write a brand-new operating system for businesses: Windows NT.

????Ballmer cites this period, when the company gradually added networking and database field expertise to its repertoire, as important in informing his later management of Microsoft's enterprise businesses. It's when he gained firsthand exposure to customers' requirements and expectations around pricing and licensing, he says. It's when he forged relationships with reseller partners who knew how to sell to the enterprise. And it's why, as CEO, he made it a priority to invest more in support and services.

????"We just kept hell-bent and determined -- in a good way, in a positive way -- to prove that we could be enterprise-worthy," Ballmer says. And "that's one [area] that I feel particular unique sponsorship for. I feel particularly good about having pushed that."?