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Vista was supposed to feature “notable improvements” compared to its predecessor, XP.1 Microsoft customers expected five main upgrades by switching to Vista: increased security, better search capabilities, an enhanced user interface, better web browsing with Internet Explorer 7, and improved networking resources.2 These promised features are an example of a robust, adaptive strategy. Microsoft employed multiple hikers (in this case, features) in their fitness landscape based on its assessment of consumer needs (illustrated in figure above). Rather than focusing on one specific type of user, Microsoft's "hikers" worked to address all user needs. Vista's enhanced user interface and IE7 appeal to Microsoft's average users, while the improved networking resources cater to advanced users. Vista's multiple levels of functionality mirror the strategies Microsoft brought to its Comdex booth in 1988.3 In both instances, Microsoft leveraged multiple sets of consumer needs.3 With these parallel improvements, Microsoft ensured that it would see a considerable profit, regardless of which aspects of its strategy thrived.
